4 generation integrated development plan 4th generation idp 2017-2022a.pdf · the 4th generation...

4th Generation

Integrated

Development Plan

2017 – 2022

I am pleased to present the 4th Generation Integrated Development Plan (2017 – 2022) for the elected term following the

August 2016 local government elections. Whilst we mindful of all the challenges within our various wards, this IDP seeks

to give guidance in our development planning and to facilitate integrated implementation.

The volatility in the markets and increased unemployment requires careful navigation to regenerate our local towns and

economy. Whilst the newly elected Executive Authority was on a fact finding initiative on passed challenges and

achievements, we were also identifying key themes requiring focussed attention to set Saldanha Bay Municipality aside as

been a destination of choice in its broader contexts.

We are excited to take over for this term of office and to ensure governance stability whilst at the same time nurturing

economic growth and development in a balanced manner. We have seen an increase in migration of persons seeking economic and/or

employment opportunities and we have particularly placed emphasis on “Accelerated economic growth for community prosperity” as part of

mission statement. This will enable person’s access to opportunities and become economically active members of our community.

Exploration is also undertaken on how to sustain local businesses within the areas and attract new investments as a value proposition for such

businesses to increase the overall contribution to the Growth Domestic Product by the economy of the Saldanha municipal area. We have

commenced with internal smart committees to challenge the thinking and creativity to come up with innovative ideas on creating active towns.

Notwithstanding the vision of “SMART Future through Excellence” which is underpinned by a mission statement and strategic objectives, the

following GAME CHANGER OBSESSIONS have been articulated to give effect to the development objectives of the Saldanha Bay Municipality

and to constantly review its outputs, outcomes and impacts:

1. Economic Development and Growth 2. Customer Care 3. Technology and Innovation 4. Cleanliness and 5. Youth

We are ready and committed to implement and fulfil our mandate to the stakeholders of the municipal area. I wish to express my gratitude

towards my Mayoral Committee, Councillors, the Executive Management Team and Officials for their continued support with this IDP.

COUNCILLOR M KOEN

EXECUTIVE MAYOR

PREFACE of the EXECUTIVE MAYOR

The 4th generation Integrated Development Plan (IDP) 2017 – 2022 of Saldanha Bay Municipality which is required and

mandated by legislation, is thé principal strategic framework that guides decision-making within the municipality. This

document contains the strategic course that the municipality will be following in line with its strategic framework, including

vision, mission, and strategic objectives that guide us in the fulfilment of our constitutional and legislative mandate.

It is generally accepted that the broader public are fully aware of the origin, purpose and implementation of the IDP.

Notwithstanding the legal provisions which are included in this document, I would like to reiterate the provision of section

36 as contained in the Municipal Systems Act that “A municipality must give effect to its integrated development plan and

conduct its affairs in a manner which is consistent with its integrated development plan.”. Therefore the municipality has taken

into consideration, the realistic financial implications and available financial resources as restrictive indicators and

guidelines.

The submissions from the 14 wards were analysed which is vast and taking into account the spatial intentions of having integrated settlement

areas. The inputs was considered to extent possible using the prioritisation matrix included in this document. Alignment is pursued through inter-governmental planning, consultation and co-ordination and ensured through aligning the vision, mission and strategic objectives of the

municipality with the directives set by spheres of government and the quantifiable impact to our local citizens.

The Saldanha Bay municipal area is both the subject of and an actor in major development initiatives, including National and Western Cape

Provincial Government as well as the private sector. Our challenge remains to participate in these development initiatives without losing focus

of our responsibilities in respect of rendering services to our communities. The challenge remains, throughout government, to ensure that we

pro-actively plan for the inevitable social, economic and environmental impact that these initiatives will have on the municipal environment.

Our recent successes with good outcomes achieved from the various audits and/or process evaluations, places us in good stead in embracing

challenges/opportunities collectively to drive economic growth and overall organisational efficiencies through its participatory initiatives.

I would like to express my gratitude towards all whom have participated during our public engagements and made valuable contributions for this

IDP. I trust that the development objectives of integrated planning towards community prosperity will be achieved through constant dialogue.

G SMITH

ACTING MUNICIPAL MANAGER

PREFACE of the ACTING MUNICIPAL MANAGER

INDEX

INDEX ................................................. 4 CHAPTER 1: PURPOSE OF THE IDP ....... 6

1.1 DEFINITIONS ......................................... 6

1.2 ABBREVIATIONS ................................... 8

1.3 PURPOSE OF THE IDP ......................... 9

1.4 LEGISLATIVE FRAMEWORK ........... 10

1.5 PROCESS FOLLOWED ..................... 10

1.6 FIVE-YEAR CYCLE AND ANNUAL

REVISIONS .................................................... 15

CHAPTER 2: FURTURE PLANNING ..... 16

2.1 VISION ................................................... 16

2.2 MISSION ................................................ 17

2.3 STRATEGIC OBJECTIVES ................. 17

2.4 GAME CHANGER OBSESSIONS

(SFA’S) ............................................................ 18

2.5 INTEGRATION ................................... 18

2.6 IMPLEMENTATION STRATEGY .... 22

CHAPTER 3: THE MUNICIPALITY IN

CONTEXT .................................................... 26

3.1 CONTEXTUAL ANALYSES .............. 26

3.1.1 INTERNATIONAL CONTEXT ....... 26

3.1.2 NATIONAL CONTEXT ................... 27

3.1.3 PROVINCIAL CONTEXT ................ 28

3.1.4 DISTRICT CONTEXT ...................... 28

3.2 PROFILE ANALYSES ............................ 29

3.2.1 GEOGRAPHIC PROFILE AND

TOWNS ....................................................... 29

3.2.2 WARDS ............................................... 33

3.2.3 POPULATION AND AGE ................ 34 3.2.4 EDUCATION LEVELS ...................... 35

3.2.5 HOUSEHOLDS ................................. 36

3.2.6 POVERTY INDICATORS ................. 38

3.2.7 THE ECONOMY............................... 38

CHAPTER 4: WARD PLANNING .......... 43

4.1 SITUATIONAL ANALYSIS OF

WARDS .......................................................... 43

4.2 ANALYSES OF INFRASTRUCTURE

SPENDING .................................................... 44

4.3 COMMUNITY NEEDS ANALYSES . 47

CHAPTER 5: ORGANISATIONAL

ARRANGEMENT ......................................... 48

5.1 THE COUNCIL ..................................... 48

5.2 COUNCIL’S COMMITTEES ............... 50

5.3 THE ADMINISTRATION .................... 52

5.3.1 MANAGEMENT STRUCTURE ............. 52

5.3.2 STAFF COMPLIMENT ............................ 53

5.4 CAPACITY ANALYSES (ORG.

REVIEW IN PROCESS) ............................... 54

5.5 ECONOMIC DEVELOPMENT

FORUM .......................................................... 56

CHAPTER 6: INTERGOVERNMENTAL

ALIGNMENT ................................................ 56

6.1 MUNICIPAL FUNCTIONS................ 57

6.2 SECTOR PLANNING

(DEVELOPMENT AND OPERATIONAL

STRATEGIES) ................................................ 61

6.2.1 LOCAL ECONOMIC DEVELOPMENT OUTLOOK ................... 63

6.2.2 SOCIAL CLUSTER ...................... 73

6.2.2.1 SOCIAL DEVELOPMENT ................... 74

6.2.2.2 HEALTH ................................................. 78

6.2.2.3 EDUCATION ......................................... 79

6.2.2.4 COMMUNITY SAFETY ....................... 81

6.2.2.5 SPORT, ARTS AND CULTURE.......... 82

6.2.3 BUILT ENVIRONMENT

CLUSTER ........................................................ 85

6.2.3.1 THE REGIONAL SOCIO-ECONOMIC

PROGRAM ................................................... 85

6.2.3.2 VREDENBURG URBAN

REVITALISATION ....................................... 88

6.2.3.3 HUMAN SETTLEMENTS .................. 92

6.2.4 MUNICIPAL SERVICES

INFRASTRUCTURE..................................... 97

6.2.4.1 BULK INFRASTRUCTURE .................. 98

6.2.4.2 INFRASTRUCTURE AND

GROWTH .................................................... 98

6.2.4.3 WATER ................................................ 103

6.2.4.4 STORM WATER ................................ 105

6.2.4.5 SEWERAGE ........................................ 106

6.2.4.6 ELECTRICITY ...................................... 107

6.2.4.7 WASTE MANAGEMENT ................ 110

6.2.4.8 ROADS ................................................. 113

6.2.4.9 FACILITY MANAGEMENT ............ 116

6.2.4.10 HOLIDAY RESORTS AND

CARAVAN PARKS .................................... 117

6.2.5 ENVIRONMENTAL

HIGHLIGHTS ............................................. 118

6.2.5.1 AIR QUALITY....................................... 118

6.2.5.2 ENVIRONMENTAL

MANAGEMENT ....................................... 121

6.2.5.3 CLIMATE CHANGE ........................... 124

6.2.5.4 COASTAL MANAGEMENT ............. 125

6.2.6 LAND USE MANAGEMENT . 127

6.2.6.1 LAND USE MANAGEMENT ......... 127

6.3 PROVINCIAL INITIATIVES .............. 128

6.3.1 GREATER SALDANHA BAY INTER-

GOVERNMENTAL TASK TEAM .......... 128

6.3.2 SBM – WESTERN CAPE

GOVERNMENT INTER-GOVERNMENTAL IDP SUPPORT ....... 129

6.3.3 GREATER SALDANHA REGIONAL

SPATIAL IMPLEMENTATION

FRAMEWORK .......................................... 129

6.3.4 GREATER SALDANHA REGIONAL

SPATIAL IMPLEMENTATION

FRAMEWORK .......................................... 130

6.3.5 SALDANHA BAY MUNICIPAL

SPATIAL DEVELOPMENT FRAMEWORK

REVIEW ..................................................... 130

6.3.6 INTER-GOVERNMENTAL TASK

TEAM STRATEGIC ENVIRONMENTAL

ASSESSMENT ........................................... 131

6.5 NATIONAL INITIATIVES ................. 131

6.5.1 OCEANS ECONOMY – SMALL

HARBOURS AND COASTLINE

DELIVERY .................................................. 131

CHAPTER 7: SPATIAL DEVELOPMENT

FRAMEWORK ............................................ 132

7.1 SDF CONTEXT .................................. 133

7.2 LEGISLATIVE FRAMEWORK .......... 133

7.3 COMPONENTS .................................. 134

7.4 SPATIAL MANAGEMENT

CONCEPT ................................................... 134

7.5 LOWER LEVEL PLANNING

FRAMEWORKS .......................................... 135 7.6 PROCESS FOWARD ......................... 136

CHAPTER 8: DISASTER MANAGEMENT

PLAN............................................................. 136

8.1 LEGISLATIVE FRAMEWORK .......... 137

8.2 INSTITUTIONAL

ARRANGEMENTS ..................................... 139

8.2.1 NODAL POINT FOR DISASTER

MANAGEMENT ....................................... 139

8.2.2 CORPORATE DISASTER RISK

MANAGEMENT STRUCTURE ............. 140

8.2.3 SBM/WEST COAST DISASTER

MANAGEMENT CENTRE .................... 140

8.2.4 MUNICIPAL DISASTER

MANAGEMENT ADVISORY FORUM 140

8.3 RISK ASSESSMENT ............................ 141

8.4 RISK REDUCTION ............................ 144

8.5 RESPONSE AND RECOVERY ........ 144

CHAPTER 9: STRATEGIC

PRIORITISATION ..................................... 152

CHAPTER 10: FINANCIAL PLAN ........ 153

10.1 FINANCIAL OVERVIEW AND

INVESTMENT OUTLOOK ..................... 155

10.2 INVESTMENT OUTLOOK ............. 158

CHAPTER 11: MONITORING AND

EVALUATION ........................................... 160

11.1. PERFORMANCE MANAGEMENT ........................................ 161

11.2 ORGANISATIONAL LEVEL .......... 162

11.3 INDIVIDUAL LEVEL ........................ 163

11.4 KEY PERFORMANCE INDICATORS

(KPIS) 163

11.5 PERFORMANCE REPORTING ..... 163

11.5.1 QUARTERLY REPORTS .................... 163

11.5.2 MID-YEAR ASSESSMENT ................ 164

ANNEXURES ................................. 165

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CHAPTER 1: PURPOSE OF THE IDP

1.1 DEFINITIONS

In this document, unless inconsistent with the context –

‘‘Constitution’’ means the Constitution of the Republic of South Africa, 1996;

“Development” means sustainable development, and includes integrated social, economic, environmental, spatial, infrastructural, institutional,

organisational and human resources upliftment of a community aimed at-

(a) improving the quality of life of its members with specific reference to the poor and other disadvantaged sections of the community;

and

(b) ensuring that development serves present and future generations;

‘‘District Municipality’’ means a district municipality as defined in section 1 of the Local Government: Municipal Structures Act, 1998 (Act 117 of

1998);

‘‘Engineering Service’’ means a system for the provision of water, sewerage, electricity, municipal roads, storm-water drainage and gas, and for

solid waste collection and removal, required for the purpose of land development;

‘‘Environment’’ means environment as defined in section 1 of the National Environmental Management Act, 1998 (Act 107 of 1998);

“Integrated Development Plan” – means a single, inclusive and strategic plan for the development of the municipality which-

(a) links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality;

(b) aligns the resources and capacity of the municipality with the implementation of the plan;

(c) forms the policy framework and general basis on which annual budgets must be based;

(d) complies with the provisions of Chapter 5 of the Local Government: Municipal Systems Act (Act 32 of 2000); and

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(e) is compatible with national and provincial development plans and planning requirements binding on the municipality in terms of

legislation.

“Integrated Coastal Management Act” means the National Environmental Management: Integrated Coastal Management Act, 2008 (Act 24 of

2008);

‘‘Land’’ means any erf or farm portion, and includes any improvement or building on the land and any real right in land;

‘‘Land Development’’ means the erection of buildings or structures on land, or the change in utilisation of land, including township establishment,

the subdivision or consolidation of land or any deviation from the land use or utilisation permitted in terms of an applicable zoning scheme;

‘‘Land Use Management system’’ means the system of regulating and managing land use and conferring land use rights through the use of schemes

and land development procedures.

‘‘Land Use Planning’’ means spatial planning and development management;

“Land Use Planning Act” means the Western Cape Land Use Planning Act, 2014 (Act 3 of 2014);

“Municipality” means the municipality of Saldanha Bay established by Establishment Notice No. P.N. 484/2000 of 22 September 2000 issued in

terms of the Local Government: Municipal Structures Act, 1998 (Act 117 of 1998),

‘‘Municipal Area’’ means the area of jurisdiction of a municipality determined in terms of the Local Government: Municipal Demarcation Act,

1998 (Act 27 of 1998);

“Municipal Council” or “council” means a municipal council referred to in section 157 (1) of the Constitution;

“Municipal Manager” means the municipal manager of the Municipality;

“Municipal Spatial Development Framework” means a municipal spatial development framework adopted by the Municipality in terms of Chapter

5 of the Municipal Systems Act;

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‘‘Municipal Systems Act’’ means the Local Government: Municipal Systems Act, 2000 (Act 32 of 2000);

“Process Plan” - means a process set out in writing to guide the planning, drafting, adoption and

review of its integrated development plan;

‘‘Spatial Planning’’ means the planning for land use through the measures provided for in the applicable legislation;

“Spatial Planning and Land Use Management Act” means the Spatial Planning and Land Use Management Act, 2013 (Act 16 of 2013);

“Staff”, in relation to a municipality, means the employees of the municipality, including the municipal manager.

‘‘Sustainable Development’’ means sustainable development as defined in section 1 of the National Environmental Management Act, 1998;

‘‘Zoning Scheme’’ means the instruments to zone, regulate and control land and ‘‘land use scheme’’ has the corresponding meaning.

1.2 ABBREVIATIONS

The following abbreviations has the corresponding meaning attached to them -

What Description What Description

BSP Biodiversity Spatial Plan LAP Local Area Plan

CBA Critical Biodiversity Areas MAYCO Mayoral Committee

CBD Central Business District MERO Municipal Economic Review and Outlook

CDC Community Day Centre MFMA Local Government: Municipal Finance Management Act (Act

56 of 2003)

CWCBR Cape West Coast Biosphere Reserve MSA Local Government: Municipal Systems Act (Act 32 of 2000)

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What Description What Description

DEADP Departmental of Environmental Affairs and

Developmental Planning

MSCOA Municipal Regulations on a Standard Chart of Accounts

DHS Department of Human Settlements NAAQS National Ambient Air Quality Standards

DRDLR Department of Rural Development and Land Reform NDP National Development Plan

DTPW Department of Transport and Public Works PERO Provincial Economic Review and Outlook

EMF Environmental Management Framework PSDF Provincial Spatial Development Framework

ESA Ecological Support Areas SBM Saldanha Bay Municipality

GDS Growth and Development Strategy SDBIP Service Delivery Budget Implementation Plan

HSP Human Settlement Plan SDF Spatial Development Framework

ICMP Integrated Coastal Management Plan SFA Strategic Focus Area

IDP Integrated Development Plan Stats SA Statistics South Africa

IDZ Industrial Development Zone TNPA Transnet National Ports Authority

IGP Infrastructure and Growth Plan WCDM West Coast District Municipality

ITP Integrated Transport Plan

WCPG Western Cape Provincial Government

IWMP Integrated Waste Management Plan WCNP West Coast National Park

IZS Integrated Zoning Scheme

1.3 PURPOSE OF THE IDP

Saldanha Bay Municipality’s 4th generation Integrated Development Plan (IDP) provides the framework to guide the municipality’s planning and

budgeting over the course of a set legislative time frame. The IDP seeks to support sustainable development of the municipal area and its

communities through integration and balancing of the economic, ecological and social factors which influence development. This integration and

balancing must be achieved without compromising the institutional capacity required to implement and coordinate the actions required across

different sectors and spheres of government.

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Integrated development planning as an instrument is the driving force for making municipalities more strategic, inclusive, responsive and

performance driven. The IDP is therefore the main strategic planning instrument which guides and informs all planning, budgeting and

development undertaken by the Saldanha Bay Municipality in its municipal area.

1.4 LEGISLATIVE FRAMEWORK

The mandate of the municipality is provided for in section 152 of the Constitution of South Africa that stipulates the objectives for developmental

local government, namely:

To provide democratic and accountable government for local communities;

To ensure the provision of services to communities in a sustainable manner;

To promote social and economic development;

To promote a safe and healthy environment; and

To encourage the involvement of communities and community organisations in matters of local government.

Chapter 5 of the Local Government: Municipal Systems Act (Act 32 of 2000) (hereinafter referred to as the MSA) provides for the municipality

to undertake integrated development planning and adopt IDP’s and sets out the requirements thereto. The IDP has therefore been compiled in

terms of and in accordance with Chapter 5 of the MSA.

1.5 PROCESS FOLLOWED

According to Section 28(1) of the Municipal System Act, 32 of 2000 a Municipal Council must adopt a process set out in writing to guide the

planning, drafting and review of the IDP. Drafting an lDP requires a comprehensive planning process and the involvement of a wide range of

internal and external role players. Such a process has to be properly organised and prepared. This preparation is the duty of the Municipal

Manager and Senior Management. The preparation process will be referred to as the “Process Plan” and should contribute to the institutional

readiness of the municipality to draft or review the IDP.

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The elected Council is the ultimate IDP decision-making authority. The role of participatory democracy is to inform, negotiate and comment on

those decisions, in the course of the planning process.

In terms of the Council approved IDP and Budget Process Plan, Council should approve the Final IDP before the start of the new financial year,

that is, no later than 30 June 2017. The IDP and Budget Process Plan was adopted by Council in October 2016. In order for SBM to prepare a

credible IDP, several stakeholders have to be engaged to provide inputs and guide the final IDP. The table below summarises the processes

followed.

The IDP and budget of the Saldanha Bay Municipal Area is therefore a citizen centric process. It is informed by ward-based planning, an analysis

of the current status of service delivery and the environment, requirements of the community prioritized in terms of their needs, and various

stakeholder engagements.

Deliverable Activity Legislative

Requirements Time Frame

Time Schedule Tabling of draft Budget and IDP Time Schedule to Council

Adoption of Budget Time Schedule

MFMA Section 21 July

Public Engagement • Advertisement of time-schedule on website, local newspapers and notice

boards

• Acknowledgement of inputs received

MSA CH5 S29

MSA S28

July/August/

September

Approval of the

IDP and Budget

Draft IDP and Budget consultation feedback to Wards and Portfolio

Committees

• Council must give final approval of the IDP Budget document by

resolution, setting taxes and tariffs, approving changes to the IDP and

budget related policies, approve measurable performance objectives for

revenue by source and expenditure by vote before the start of the

financial year

MFMA s23

MSA s 25 & MFMA

24

April

May

Public Making of

Budget and IDP

Publicise the Budget and IDP MSA and MFMA June

Approval of

SDBIP’s

Executive Mayor to approve Corporate SDBIP within 28 days after

approval of the budget

• Place all Directorate Executive Summaries and SDBIPs and Department

Business Plans and SDBIPs on website

May

June

August/September

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Deliverable Activity Legislative

Requirements Time Frame

Performance

Agreements

Section 57 (MSA)

Submit performance agreements to the Executive Mayor within 10 days

after approval of the IDP and Budget.

• Council to note New Section 57 Scorecards

• Notification of approved S57 (top management performance

agreements) to the public

MFMA s 16, 24, 26,

53 MFMA s 53

May

June

August/September

Saldanha Bay Municipality exercises a culture of municipal governance that complements formal representative government with a system of

participatory governance which encourage and create conditions for the local community to participate in the affairs of the municipality including

in the preparation, implementation and review of its integrated development plan, budget and performance management system.

The following stakeholders were involved during the development of the IDP:

Role Player Roles and Responsibilities

Saldanha Bay Municipality Prepare and adopt the IDP Process Plan.

Undertake the overall management and coordination of the IDP process which includes

ensuring that:

All relevant role players are appropriately involved;

Appropriate mechanisms and procedures for community participation are applied;

Events are undertaken in accordance with the time schedule;

The IDP relates to the real burning issues in the municipality; and

The sector planning requirements are satisfied.

Prepare and adopt the IDP.

Adjust the IDP in accordance with the MEC’s proposals/recommendations.

Ensure that the annual business plans, budget and land use management decisions are linked

to and based on the IDP.

Local Communities, Residents

and Stakeholders

Represent interests and contribute knowledge and ideas in the IDP process by participating in and

through the ward committees to:

Analyse issues, determine priorities and provide input;

Keep their constituencies informed on IDP activities and their outcomes;

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Discuss and comment on the draft IDP; Check that annual business plans and budget are based on and linked to the IDP; and

Monitor performance on the implementation of the IDP.

District Municipality Some roles and responsibilities as municipal governments of local municipalities but related to the

preparation of a district IDP.

The District Municipality must also prepare a District Framework (Sec 27 of the MSA) Fulfil a coordination and facilitation role by:

Ensuring alignment of the IDP’s of the municipalities in the district council area;

Ensuring alignment between the district and local planning;

Facilitation of alignment of IDP’s with other spheres of government and sector departments; and

Preparation of joint strategy workshops with local municipalities, provincial and national role players

and other subject matter specialists.

Provincial Government: Dept. of

Local Government

Ensure horizontal alignment of the IDP’s of the District Municipalities within the province.

Ensure vertical/sector alignment between provincial sector departments/ provincial strategic plans and

the IDP process at local/district level by:

Guiding the provincial sector departments participation in and their required contribution to the

municipal IDP process and;

Guiding them in assessing draft IDP’s and aligning their sector programs and budgets with the IDP’s.

Efficient financial management of Provincial IDP grants.

Monitor the progress of the IDP processes.

Facilitate resolution of disputes related to IDP.

Assist municipalities in the IDP drafting process where required.

Coordinate and manage the MEC’s assessment of IDP’s.

Provincial Sector Departments Contribute relevant information on the provincial sector department’s plans, programs, budgets,

objectives, strategies and projects in a concise and accessible manner.

Contribute sector expertise and technical knowledge to the formulation of municipal strategies

and projects.

Engage in a process of alignment with District Municipalities.

Participate in the provincial management system of coordination.

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National Government Contribute relevant information on the national sector department’s plans, programs, budgets, objectives, strategies and projects.

Contribute sector expertise and technical knowledge to the formulation of the IDP

Engage in a process of alignment with provincial government.

Participate in the provincial management system of coordination.

A number of mechanisms is used to continuously communicate the progress with the development and progress in implementing the IDP. These

mechanisms are also used to obtain input in developing a strategy for the municipal area. These mechanisms strengthen internal and external

communication:

Structure/ Publication Frequency Stakeholders Objectives/ functions

Ward Committee

meetings Bi-Monthly

Ward Councillors (Chairpersons)

Ward Committee members

(Elected from the community)

Community

Senior management personnel of

municipality

To inform the community of council decisions,

municipal affairs etc.

To enable the community to inform the ward

councillor/ municipality of their concerns.

Ward meetings were held to obtain input from the

wards for consideration during compilation of the IDP.

Public meetings on

IDP Annually

Executive Mayor and Councillors


municipality Community


community rights and duties, municipal affairs etc.

To enable the community to inform the councillors and officials of their issues.

Public meetings on

Budget Annually

Executive Mayor and Councillors


municipality

Community



To enable the community to inform the councillors and

officials of their issues.

Council meetings

(open to public)

As per meeting

calendar

Mayor and Councillors


municipality



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Structure/

Publication Frequency Stakeholders Objectives/ functions

Municipal newsletters Monthly


Community

Personnel of municipality

To inform the community of council decisions, events,

municipal affairs etc.

Municipal Website Continuously

updated


Community

Personnel of municipality

To provide comprehensive information of municipal

affairs

1.6 FIVE-YEAR CYCLE AND ANNUAL REVISIONS

The MSA determines that a municipal council must adopt an IDP for its elected term which remains in force until an IDP is adopted by the next

elected Council. The IDP therefore runs on a 5-year cycle, the

cycle which is based on the start of the first new financial year after

election of the Council. This IDP has therefore been compiled and

will remain in force for the period from 1 July 2017 to 30 June

2022. The objectives and actions identified in this IDP will inform

the structure of the municipality, the service delivery standards, all

financial planning and budgeting as well as performance reporting

by the municipality.

The MSA further determines that a Council must annually review

its IDP in order to assess its performance in terms of the goals

identified in the adopted IDP. Every review will update the IDP

with the latest information and provide opportunity for further

enhancement of its credibility as the all-inclusive strategic plan of

the municipality. The first annual revision of this IDP will therefore

occur in 2018 and continue through to 2021.

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CHAPTER 2: FURTURE PLANNING

2.1 VISION

The strategic intent of Council over the next few years will be to enhance municipal service delivery and growth and development offerings. The

following vision has been adopted by the Council as the municipality's road map, indicating both what the municipality wants to become and

guiding transformational initiatives by setting a defined direction for the municipality’s growth:

SMART is an acronym for the following aspects to give guidance to the formulation of Council’s objectives:

Superior service – The rendering of service which exceed normal expectation.

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Mandate – The effective and efficient execution of Council’s mandate.

Achievable – The setting of objectives which are realistically achievable.

Responsive – The setting of objectives that respond to the needs of the public.

Team – The promotion of a consolidated approach to address the challenges.

The vision is thus to enable a future of prosperity for all through effective objectives promoting service excellence.

2.2 MISSION

The following mission statement has been adopted by the Council to guide the actions of the Municipality, spell out its overall goal, provide a

path, and guide decision-making. It serves to provide the framework or context within which the Council’s strategies are formulated.

SBM is a caring institution that excels through:

Accelerated economic growth for community prosperity

Establishment of high quality and sustainable services

Commitment to responsive and transparent governance

The creation of a safe and healthy environment

Long term financial sustainability

2.3 STRATEGIC OBJECTIVES

The Council have identified the following strategic objectives to give effect to the vision and mission for the municipality and based on the game

changer obsessions. While the mission statement provides direction for the municipality, the strategic objectives provide a way to measure

progress toward realizing the ideals set by Council in the mission statement.

1. To diversify the economic base of the municipality through industrialization, de-regulation, investment facilitation, tourism development

whilst at the same time nurturing traditional economic sectors.

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2. To facilitate an integrated transport system.

3. To provide and maintain superior decentralized consumer services (Water, sanitation, roads, storm water, waste management and

electricity.)

4. To develop socially integrated, safe and healthy communities.

5. To maintain and expand basic infrastructure for economic development and growth.

6. To be an innovative municipality through technology, best practices and caring culture.

7. To be a transparent, responsive and sustainable decentralised administration.

8. To ensure an effective communication system. (Media, newsletter, marketing, IT, talking to clients, participation, internet).

9. To embrace a nurturing culture amongst our team members to gain trust from the community.

10. To ensure compliance as prescribed by relevant legislation.

The IDP focuses on the above ten key strategies that serve as the foundation on which the municipality will be able to realise its vision, help to

drive National and Provincial Government’s agenda, expand and enhance its infrastructure, and make sure that all residents have access to the

essential services they require.

2.4 GAME CHANGER OBSESSIONS (SFA’S)

The Council has identified five (1) Economic Development and Growth (2) Customer Care (3) Technology and Innovation (4) Cleanliness and

(5) Youth game changers to serve as focus areas for achieving the vision and mission set for the municipality.

These focus areas serve as the foundation and framework on which the municipality will be able to realise its vision, help to drive National and

Provincial Government’s agenda, expand and enhance its infrastructure, and ensure that all residents have access to the essential services they

require.

2.5 INTEGRATION

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It is the responsibility of municipalities to prepare and adopt IDP’s. However,

the IDP is an integrated inter-governmental system of planning which requires

the involvement of all three spheres of government. Some contributions have

to be made by provincial and national government to assist municipal planning

and therefore government has created a range of policies and strategies to

support and guide development and to ensure alignment between all spheres

of government as stated by the Municipal Systems Act Section 24.

Alignment is pursued through inter-governmental planning, consultation and

co-ordination and ensured through aligning the vision, mission and strategic

objectives of the municipality with the directives set by government spheres

above.

The alignment with key national, provincial and regional strategies is illustrated in the table below:

National Outcomes

Alignment of

Provincial Strategic

Goals

Alignment of District

Municipality Strategic

Objectives

Alignment of Municipal Strategic

Objectives

Decent employment through

inclusive growth.

Create opportunities for

growth and jobs.

To pursue Economic

Growth and facilitation of

job opportunities.

To diversify the economic base of the

municipality through industrialisation, whilst at

the same time nurturing traditional economic

sectors.

To maintain and expand basic infrastructure for

economic development and growth

Improved quality of basic

education.

Improve education

outcomes and

opportunities for youth development.

Promoting Social well-

being of the Community.

N/a

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National Outcomes

Alignment of Provincial Strategic

Goals

Alignment of District Municipality Strategic

Objectives


Objectives

An, efficient, competitive and

responsive economic

infrastructure network.

Create opportunities for

growth and jobs.

To pursue Economic


job opportunities.


municipality through industrialization, de-

regulation, investment facilitation, tourism

development whilst at the same time nurturing

traditional economic sectors.



A long and healthy life for all

South Africans.

Increase wellness, safety

and tackle social ills.



To develop socially integrated, safe and healthy

communities.

All people in South Africa are

and feel safe.






communities.

Sustainable human settlements

and improved quality of

household life.

Enable a resilient,

sustainable, quality and

inclusive living

environment.

Providing essential Bulk

services in the Region.

Ensuring good governance

and financial viability.


communities.

To provide and maintain superior decentralized

consumer services (Water, sanitation, roads,

storm water waste management and

electricity.)

Environmental assets and

natural resources that are well

protected and continually

enhanced.

Enable a resilient,


inclusive living

environment.

Ensuring environmental

integrity for the West

Coast.


communities.

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National Outcomes


Goals


Objectives


Objectives

Vibrant, equitable and

sustainable rural communities

with food security for all.

Enable a resilient,


inclusive living

environment.



To pursue Economic


job opportunities.


municipality through industrialization, de-

regulation, investment facilitation, tourism

development whilst at the same time nurturing

traditional economic sectors.


communities.

Create a better South Africa

and contribute to a better and

safer Africa and World.






communities.

A skilled and capable

workforce to support an

inclusive growth path.

Improve education

outcomes and

opportunities for youth

development.

To pursue Economic


job opportunities.

providing essential Bulk



communities.



A responsive, accountable,

effective and efficient local

government system.

Embed good governance

and integrated service

delivery through

partnerships and spatial

alignment.





To be an innovative municipality through

technology, best practices and caring culture.

To be a transparent, responsive and sustainable

decentralised administration.

To ensure an effective communication system.

(Media, newsletter, marketing, IT, talking to

clients, participation, internet).

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National Outcomes


Goals


Objectives


Objectives

To embrace a nurturing culture amongst our

team members to gain trust from the

community.

An efficient, effective and

development oriented public

service and an empowered, fair

and inclusive citizenship.

Embed good governance

and integrated service

delivery through

partnerships and spatial

alignment.





To develop an integrated transport system.

To be an innovative municipality through

technology, best practices and caring culture.

To be a transparent, responsive and sustainable

decentralised administration.

2.6 IMPLEMENTATION STRATEGY

The IDP drives the strategic development of SBM. The Municipality’s budget is influenced by the game changer obsessions and strategic objectives

identified in the IDP. The Service Delivery Budget Implementation Plan (SDBIP) ensures that the Municipality implements programmes and

projects based on the IDP targets and associated budgets. The performance of the Municipality is reported in the Quarterly and Mid-yearly

Performance Assessment Reports as well as in the Annual Report.

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The annual review is not a

replacement of the five year IDP and

its purpose is not to interfere with the long-term strategic orientation

of the municipality. The annual

review reflects and reports on

progress made with respect to the

five year strategy (and key

outcomes) and proposes

adjustments to the strategy if

necessary as a result of changing

internal and/or external

circumstances that impact on the

appropriateness of the IDP.

In addition to the above, risk

management forms an integral part

of the internal processes of a

municipality. It is a systematic process to identify, evaluate and address risks on a continuous basis before such risks can impact negatively on the

service delivery capacity of the SBM.

As a municipality that is committed to enhance the characteristics of an open opportunity society, the following objectives, strategies and

outcomes have been developed to address the challenges identified during the IDP development process. The strategic objectives agreed are

linked to service areas and departmental objectives. The information will be used in the IDP implementation plan to finalise the alignment with

the municipal budget and the Service Delivery and Implementation Plan (SDBIP).

GAME CHANGER OBSESSION 1 - Economic Development and Growth

National Key Performance

Area Decent employment through inclusive growth.

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Strategic Objective To diversify the economic base of the municipality through industrialization, de-regulation, investment

facilitation, tourism development whilst at the same time nurturing traditional economic sectors.

To facilitate an integrated transport system.

Who Municipal Function Directorate Department

In collaboration with other spheres of

government

Economic Development and

Strategic Services

Local Economic Development

in collaboration with internal

and external stakeholders

Key Outcomes Grow existing business and increase balanced development within the municipal area across all towns

Key Strategies Number Description

1. Learning and Growth projects to all sectors

2. Projects for the poor

3. Job creation be favored in construction and municipal work

GAME CHANGER OBSESSION 2 - Customer Care


Area

A responsive, accountable, effective and efficient local government system.

Strategic Objective To provide and maintain superior decentralized consumer services (Water, sanitation, roads, storm

water waste management and electricity.)

To be a transparent, responsive and sustainable decentralized administration.

To ensure an effective communication system. (Media, newsletter, marketing, IT, talking to clients,

participation, internet).

To embrace a nurturing culture amongst our team members to gain trust from the community.


All All All

Key Outcomes Valued and satisfied customer from all corners of society


1. Intensive and focused involvement of community based

organisations

2. Effective and fast service delivery

3. Improve communication with the community

4. Listening to the grassroots people

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5 Going out and interact

6. Calling on customers and employees to make suggestions

7. Look at the needs of the community

8. Excellence in care to customers

GAME CHANGER OBSESSION 3 - Technology and Innovation


Area

An efficient, effective and development oriented public service and an empowered, fair and inclusive

citizenship.

Strategic Objective To be an innovative municipality through technology, best practices and caring culture.


All All All

Key Outcomes An informed citizen based on Government strategies and to harness stakeholder involvement


1. CRM between SBM and Stakeholders

2. Access to Broadband network

3. Integration of municipal databasis/information platforms

4. Enhance municipal web site

GAME CHANGER OBSESSION 4 - Cleanliness


Area

Sustainable human settlements and improved quality of household life.

Strategic Objective To develop socially integrated, safe and healthy communities.


All All All

Key Outcomes


1. Clean up campaigns

2. Education of communities

3. Participation of communities

4. Involve youth

GAME CHANGER OBSESSION 5 - Youth

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Area

A skilled and capable workforce to support an inclusive growth path.

Strategic Objective To develop socially integrated, safe and healthy communities.


Key Outcomes


1. Youth Economic Development

2. Youth Development

3. Youth involvements

4. Youth employment

CHAPTER 3: THE MUNICIPALITY IN CONTEXT

The aim of this chapter is to present the status quo of the municipality and in so doing create a platform for informed decision-making by the

Saldanha Bay Municipality regarding planning, budgeting and implementation, in accordance with the strategic goals set by the Council.

3.1 CONTEXTUAL ANALYSES

3.1.1 International context

The Saldanha Bay area is endowed with natural and locational characteristics which provides opportunity for the area to directly compete in the

international arena for investment and development. The natural deep water harbour provides comparative advantages around which globally

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competitive and job rich sectors can be built. Saldanha Bay is ideally positioned to serve the booming African offshore oil and gas industry,

through marine manufacturing, which includes ship and rig repair, refurbishment and boatbuilding.

This has resulted in the strategic government initiative of the establishment of an Industrial Development Zone (IDZ) in Saldanha Bay as a catalyst

to expand the potential of the harbour and launch an Oil and Gas services cluster to attract international investment.

3.1.2 National context

The Saldanha Bay area plays an important role in the broader strategic framework of the South African Government as driven by the National

Development Plan and National Growth Plan. Saldanha Bay was identified as a presidential priority development region in 2011 by the National

Planning Commission. The National Development Plan 2012 (NDP) identifies the Greater Saldanha region as a special intervention area,

attributed to the natural deep water harbour and industrial development prospects that warrant its designation as a national growth management

zone.

The Saldanha Bay Industrial Development Zone (IDZ) was officially launched by President Jacob Zuma on 31 October 2013. The establishment

of the IDZ serves as an important mechanism to achieve the government’s aim of sustainable economic development and job creation in the

localized economy, diversification and transformation of the historically under-developed and under-supported industrial maritime and energy

sectors; and broadening of the regional and national economic base through industrialisation.

The area forms part of two Strategic Integrated Projects (SIPs) resulting from the government’s National Infrastructure Plan of 2012 which have

direct relevance to Saldanha Bay Municipality; SIP 5: development of the Saldanha-Northern Cape Corridor through rail and port expansion,

industrial capacity and strengthening maritime support capacity and SIP 8: supporting green energy initiatives on a national scale through a diverse

range of clean energy options such as biofuel and gas production facilities.

The area also plays an integral part in Operation Phakisa, which is a Presidential Led Government Programme to assist in implementing and fast-

tracking the National Development Plan. The bay area and two specific aquaculture projects have been highlighted in the Oceans Economy

initiative of Operation Phakisa as a focus area and enabler for growth and development.

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3.1.3 Provincial context

The Western Cape Government together with the City of Cape Town drafted the OneCape2040 initiative, a development initiative to provide

a long term economic vision and plan for the Western Cape. The Saldanha Bay area has been identified in OneCape2040 as one of two provincial

‘regional’ motors of economic significance. This has been further endorsed in the Provincial Spatial Development Framework 2014 (PSDF) that

sets out the Province’s agenda for the sustainable development and management of its urban and rural areas. Although an identified functional

region on its own, due to its interrelationship with the metropole region with regard to economic and ecological aspects, the municipal area is

also seen as part of the Greater Cape Metro functional region.

The Western Cape Growth and Development Strategy of 2006 identified Vredenburg and Saldanha as ‘Leader towns’ and towns with high

growth potential where fixed infrastructure investment should be focused. The Western Cape Growth Potential Study of 2014 has indicated

towns in the municipal area as having medium to very high growth potential.

The Socio-economic Profile of Saldanha Bay Municipality as issued by the Western Cape Government Provincial Treasury in 2015 indicates that

the Saldanha Bay economy is amongst the fastest in the province. Iron ore export and crude oil import in the province take place exclusively

through the port of Saldanha.

3.1.4 District context

The Provincial Treasury’s Socio-economic Profile of Saldanha Bay Municipality indicates that Saldanha Bay is the fastest growing municipality in

the district. The West Coast District Municipality’s SDF (2014) identifies Saldanha Bay as a Major Regional Growth Centre and one three key

development areas within the district (WCDM, 2014). Saldanha Bay is assessed as having very high growth potential and high social need in the

Growth Potential Study undertaken in 2014 for towns and settlements outside of the Cape Metro.

The draft Greater Saldanha Region Spatial Implementation Framework (2016) recognises the area as being the most significant area of spatial

development potential within the West Coast district, ascribed to the massing of potential development projects in the area (as represented by

the Saldanha Bay IDZ, port upgrades, projected upgrades of the Sishen-Saldanha iron ore programme etc.) and the coastal settlement areas seen

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as having tourism development potential (e.g. Langebaan, Paternoster, etc.). It further identifies the area as part of the southern portion of the

District which has the strongest functional linkages to the Greater Cape Metro region and thus is most open to the movement of people, goods

and trade at a scale most likely to have a material developmental impact.

3.2 PROFILE ANALYSES

3.2.1 Geographic Profile and Towns

Saldanha Bay Municipality (WC014) is a local municipality

located on the West Coast of South Africa, approximately 140

kilometres north of Cape Town. It forms part of the West

Coast District Municipality (DC1), situated in the Western

Cape Province. The Swartland Municipality borders the

municipality in the west by the Atlantic Ocean, in the north by

the Bergriver Municipality and the east.

The Saldanha Bay Municipality covers an area of 2 015 km²

(approximately 166 565,48 hectares) and has a coastline of

238km. In total 6.5% of the geographical land are urban land

and 93.5% rural land. Overall Saldanha Bay municipality

constitutes 6.4% of the entire West Coast geographical land

making it the smallest municipal area in the district. The area

includes the towns of Hopefield; Langebaan, Saldanha,

Jacobsbaai, Vredenburg, Paternoster and St Helenabaai. The

administrative office of SBM is located in Vredenburg, with

satellite offices in Hopefield, St Helena Bay, Paternoster,

Saldanha and Langebaan.

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ST HELENA BAY:

St. Helena Bay is one of the world's principal fishing centres. The cold Benguela current surges upwards along this part of the coast and bring to

the surface large concentrations of nutrient salt. Huge shoals of anchovies and pilchards (before they were depleted by over fishing) fed in the

area on the plankton that flourished on the nutrient salts.

Twelve busy fish-processing factories were established along the 21km curve of the shore from West Point to Sandy Point and Stompneus. In

the heyday of pilchards, the scene was one of frenzied activity during the catching season, which normally lasted from the 1 January to 31 July.

The bay is also well known for its snoek, especially during the winter months. St. Helena is especially beautiful since wheat fields reach down almost to the water's edge and only a tarmac road runs along the coast providing a boundary line between agriculture and fishing. Furthermore,

because of the town's position it is the only town on the West Coast where the sun rises over the sea.

The Southern Right whales come annually from the Sub-Antarctic regions to calve and mate during the months of June to November. Humpback

whales may be sighted during the months of October and November as these animals migrate south from their breeding grounds in tropical

West Africa to their feeding grounds in the Antarctic. The bay is also popular for the dolphins; schools of over 1 000 have been sighted at times.

The bay also hosts a variety of marine birds, penguins and large colonies of seals.

JACOBSBAAI:

Jacobsbaai is a beautiful isolated bay a few kilometres north of Saldanha Bay with a sea frontage of about 2km. Its interesting coastline has

peninsulas, rocky and sandy bays with cozy beaches and an abundance of seafood, crayfish, fish, mussels and abalone. Jacobsbaai is often referred

to as "Namaqualand by the sea" since its wild flowers are breathtakingly beautiful in spring. The housing development at Jacobsbaai is taking place

according to strict architectural guidelines in an effort to create a typical West Coast town.

PATERNOSTER:

Francis Renier Duminy, Captain of the Dutch East India Company ship, De Meermin, did the first maritime survey of this part of the coast in the

1790’s.

Although life in Paternoster is still very much associated with the sea and fishing industry (Paternoster Fisheries), it is to this historic fishing village

that the traveller comes to relax. Quaint, whitewashed cottages nestle gently on the sloping hill called Kliprug.

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CAPE COLUMBINE NATURE RESERVE (TIETIESBAAI):

The reserve covers an area of 263 ha along the rocky stretch of coastline with numerous inlets and coves. This area was declared a nature

reserve in December 1973. The vegetation of typical West Coast field ranges from the well-known West Coast fynbos to Karoo succulent. In

spring (August to October) the area is covered in a bright tapestry of wild flowers. This reserve boasts the last manually controlled lighthouse

to be built in South Africa. It is usually the first South African lighthouse to be seen by ships coming from Europe. The lighthouse was built in

1936 on Castle Rock and stands at a height of 80m above sea level and casts a beam that is visible for about 50km.

The significant white boulders, where great humped rocks crouch around little rocky bays, make this unspoiled gem one of the most beautiful

beaches on the West Coast. The vast beach, washed by a fresh Atlantic Ocean, can satisfy the enthusiastic kayaker in a safe paddling environment.

Apart from dolphins and whales, the coastline, together with an abundance of mussels, is very famous for the West Coast Rock Lobster, abalone

and other seafood. The peaceful surroundings that typify this place of "Red Gold" also offer pristine hiking trails and unforgettable sunsets that

slowly vanish in brilliant colors.

SALDANHA:

Today Saldanha has a huge iron ore quay and is home to a large variety of fishing vessels. Saldanha Bay is the largest natural bay in South Africa:

it offers a paradise for water sport enthusiasts. Its sheltered harbor plays an important part in the huge Sishen-Saldanha iron ore project at which

Saldanha Steel, a state of the art steel mill, takes centre stage. The town is not only important for export but also hosts many other industries,

for example, crayfish, fish, mussels, oysters, seaweed and many more. Saldanha is also the location of the South African Military Academy as well

as SAS SALDANHA, a naval training unit.

Things to see in Saldanha include the French Huguenot Memorial, Doc's Cave, the Breakwater and Cummings Grave. The breakwater was built

in 1976 and is 1.8 km long. It connects the main land with Marcus Island. There are also hiking trails for the nature lover at Oranjevlei and at the

SAS Saldanha Naval Base. Furthermore, boat trips to the islands in the bay, as well as fishing trips, can be organised (weather permitting).

HOPEFIELD:

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The town, 120km from Cape Town, is situated on the R45 and can be reached by either the West Coast R27 or N7 highways. Today the town

serves the grain, dairy, meat, honey and “waterblommetjie” farmers of the area. It also boasts excellent education facilities and a modern

retirement centre. Hopefield is situated in the heart of Fynbos country with spectacular displays of wildflowers around the town and on the

tarred road from Hopefield to Velddrif during August and September.

The large wetland area provides the nature lover with prolific bird life and beautiful hiking trails especially in the Berg River area. The town

provides a peaceful and serene environment for its inhabitants whether young or old. The climate is excellent; the summers are hot while the

winters mild with an average of 300mm rain per annum.

The price of property and fairly low rates and taxes attract many a city dweller that yearns for a quiet country retreat. It also boasts a modern,

fully licensed sports complex with conference and function facilities. The annual events are the hunting day held in June when hunting parties

take to the field to hunt the game in the area. At the Fynbos Show held at the end of August more than 200 species are brought indoors and

displayed in their natural environment. The “Commando” horse and tractor trail provides great enjoyment to many visitors who appreciate the

breath taking scenery not readily accessible to the public. The beautiful flowers, clear air and famous West Coast hospitality are like a never-

ending symphony!

VREDENBURG:

Vredenburg, which means the town of peace, started somewhat less peaceful than its name implies. A spring, that bubbles on the boundary line

separating two farms Heuningklip and Witteklip, had the owners of these two farms, W. Baard and C. Loubser, quarrelling so much over water

rights that the spring was first known as Twisfontein (fountain of strife) and later, as legal action was taken, as Prosesfontein (lawsuit fountain).

In 1875 a congregation was established and a church was built which helped to bring peace (Vrede) to settle the dispute. A monument was

erected near the site of the contentious spring. Today numerous businesses line the main road of Vredenburg, the largest administrative and

commercial centre on the West Coast.

In 1975, by government decree, Vredenburg and Saldanha were united as the Vredenburg-Saldanha Municipality.

LANGEBAAN:

Just over 100 kilometres from Cape Town, next to the scenic Langebaan Lagoon, nestles the picturesque town of Langebaan, often described

as the jewel of the West Coast. The name it is said (amongst other theories) to originate from the Dutch phrase meaning “Long Fjord”.

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The town boasts several good restaurants, a variety of shops, banking facilities, supermarkets, doctors, dentists and veterinary surgeons, filling

stations, boat yards, a yacht club, boutique hotels and guest houses and a highly regarded retirement village. Additionally the town also hosts

various resorts including the Langebaan Country Estate with its internationally recognized 18 hole golf course and Mykonos with its marina,

casino and conference facilities.

Langebaan lies directly adjacent to the 30 000 ha West Coast National Park , well known for its birding ( where 75 species have been observed

in a day and 250 in a single year) and autumn flower display, both attracting domestic and international tourists. The town has of late also become

one of the preferred destinations for the wind and kite surfing fraternity, also drawing visitors from abroad, all contributing to the local economy.

3.2.2 Wards

The Municipality is currently structured into the following 14 Wards as was promulgated in the Publication of the delimitation of Wards in terms

of Item 5 of Schedule 1 to the Local Government: Municipal Structures Act, 1998 (Act No.117 of 1998).

WARD AREAS

1 Middelpos & Diazville West

2 RDP Area

3 White City

4 Diazville / RDP Area

5 Saldanha Town, Blue water Bay & Jacobs Bay

6 Langebaan

7 Hopefield & Koperfontein

8 Vredenburg North, Langebaan Air Force Base

& Green Village

9 Ongegund, George Kerridge & Smarty Town

10 Vredenburg South & Louwville North

11 St. Helena Bay & Paternoster

12 Laingville

13 YSKOR & Part of Louwville

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14 Langebaan North

3.2.3 Population and Age

SBM has the second largest population at 111 173 (2011 Stats: 99 193) in the West Coast District which, according to the 2016 Community

Survey conducted by Statistics South Africa. The forecasts of the Western Cape Department of Social Development, is that this total will

gradually increase across the 5-year planning cycle and is expected to reach 122 265 by 2023. This equates to an approximate 9.8 % growth off

the 2017 base estimate.

111 173 Total estimated population size in 2017.

122 265 Total estimated population size in 2023.

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The 2016 community results revealed a strong

concentration of persons within the age category of 15-

34 years at 40 696 in comparison to the 2011 Statistics

which reflected a total of 36 264. Whilst the percentage

increase remained at 36.6% the in-and-out migration of

persons seeking employment and business opportunities

will have a significant impact on the municipal services

with the realisation of the economic growth and

development projects forecasted.

The Western Cape Department of Social Development

reflected in the 2016 Socio-Economic Profile that there

is an increasing dependency ratio of 44.0, 46.3 and 46.9

for the respective years of 2011, 2017 and 2023. As higher dependency ratios imply greater strain on the working age to support their economic

dependents (children and aged), this increase will have far reaching social, economic and labour market implications.

From a national perspective, the relative decrease in the working age population will result in lower tax revenues, pension shortfalls and overall inequality as citizens struggle to tend to the needs of their dependents amidst increased economic hardship. At the municipal level, this decrease

will also result in a smaller base from which local authorities can collect revenue for basic services rendered and will necessitate the prioritisation

of spending on social services such as education, health and welfare.

3.2.4 Education Levels

Education remains one of the key avenues through which the state is involved in the economy. In preparing individuals for future engagement in

the labour market, policy choices and decisions in the sphere of education play a critical role in determining the extent to which future economic

and poverty reduction plans can be realised. Saldanha Bay’s matric outcomes peaked at 90.5 per in 2013 and levelled out to 87.9 per cent in

2014 and 2015 respectively as per the Western Cape Education Department, 2016; Annual Survey of Public and Independent Schools (ASS),

2015

0

1000

2000

3000

4000

5000

6000

0-4 5-9 10-1415-1920-2425-2930-3435-3940-4445-4950-5455-5960-6465-6970-7475-7980-84 85+Males Females

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Learner enrolment in Saldanha Bay increased at an average annual growth rate of 2.7 per cent between 2013 and 2015, which is an indication

that access to education has improved in the Saldanha Bay area and should translate into opportunities for an inclusive society.

The learner teacher ratio within Saldanha Bay was at its lowest in 2012 and deteriorated in 2013 and 2014 to more than 30 learners per teacher.

The learner to teacher ratio was at its highest in 2015 at 47.7 learners per teacher which is well above the national standard of 30.3 learners per

teacher. Factors influencing the learner teacher ratio is the ability of schools to employ more educators when needed as well as schools struggling

to collect fees from their learners are more likely to have high learner teacher ratios.

The drop-out rate for learners within Saldanha Bay that enrolled from grade 10 in 2014 to grade 12 in 2016 was recorded at 29.5 per cent,

which is slightly higher than the average drop-out rate for the District (29.2 per cent) over the same period. This might be due to the fact that

Saldanha Bay has a very high percentage of no-fee schools in the District, as research indicates that learners often drop-out of school due to lack

of money.

3.2.5 Households

The household indicators according to the 2016 Community Survey results reflect as follow:

Poverty Population and Households

2011 2016 2011 2016

Poverty

headcount

Intensity of

poverty

Poverty

headcount

Intensity

of

poverty

Total

households

Household

size

Total

households

Household

size

2,2% 41,0% 6,7% 45,4% 28 835 3,4 35 550 3,1

Piped Water Sanitation

2011 2016 2011 2016

Access No access Access No access

Flush/ Chemical

toilet Other

Flush/ Chemical

toilet Other

28 660 175 32 063 3 487 27 766 1 068 30 496 5 055

Housing

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Formal Traditional Informal Other

2011 23 564 134 4 950 187

2016 26 592 835 7 855 268

The annual income for households living within the Saldanha Bay municipal area divided into three categories i.e. the proportion of people that

fall within the low, middle and high income brackets. Poor households fall under the low income bracket, which ranges from no income to just

of R50000 annually (R4166 per month). An increase in living standards can be evidenced by a rising number of households entering the middle

and high income brackets.

Amount (2016) West Coast District Saldanha Bay

No income 10.7 14.1

Low income

R1 – R6 327 1.8 2.3

R6 328 – R12 653 3.1 3.9

R12 654 – R25 306 14.0 10.9

R25 307 – R50 6013 21.8 17.4

R50 614 – R101 225 19.2 16.6

Middle Income R101 226 – R202 450 13.2 15.2

R202 451 – R404 901 9.4 11.5

R404 902 – R809 802 4.9 5.7

High income R809 803 – R1 619 604 1.3 1.7

R1 619 605 – R3 239 208 0.4 0.5

R3 239 209 or more 0.3 0.3

Approximately 48.6 per cent of households in Saldanha Bay fall within the low income bracket, of which 14.1 per cent have no income. A

sustained increase in economic growth within the Saldanha Bay municipal area is needed if the 2030NDP income target of R110000 per person,

per annum is to be achieved.

The Non-Financial Census of Municipalities released by Statistics South Africa in 2016

indicates increases or decreases of indigent households per municipal area between

2014 and 2015.

Area 2014 2015 Change

Saldanha Bay 7 553 7 727 174

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The Saldanha Bay municipal area experienced an increase in the number of indigents

between 2014 and 2015, which implies an increased burden on municipal resources.

3.2.6 Poverty Indicators

The intensity of poverty as well as the poverty headcount is analysed in this

section. The intensity of poverty is measured by calculating the Poverty Gap Index,

which is the average poverty gap in the population as a proportion of the poverty

line. The Poverty Gap Index estimates the depth of poverty by considering how

far, on the average, the poor are from that poverty line. The Poverty Gap Index is

a percentage between 0 and 100 per cent. A theoretical value of zero implies that no one in the population is below the poverty line. Individuals whose income is

above the poverty line have a gap of zero while individuals whose income is below the poverty line would have a gap ranging from 1 per cent to

100 per cent, with a theoretical value of 100 per cent implying that everyone in the population has an income that is below the poverty line or

zero. A higher poverty gap index means that poverty is more severe.

This section also provides information on annual household income for residents living within the Saldanha Bay municipal area. Poverty tends

to be prevalent in areas where the majority of households fall within the low income bracket.

The higher poverty headcount shows that the number of poor people within the Saldanha Bay municipal area has increased significantly from

2.2 per cent of Saldanha Bay’s population in 2011 to 6.7 per cent of the population in 2016. The increasing poverty headcount is a concern as it

may strain municipal financial resources as more households demand free basic services.

The intensity of poverty, i.e., the proportion of poor people that are below the poverty line within the Saldanha Bay municipal area, increased

from 41.0 per cent in 2011to 45.4per cent in 2016. This percentage is high and should be dropping towards zero as income of more households

within the Saldanha Bay municipal area moves away from the poverty line.

3.2.7 The Economy

West Coast District 19 194 22 083 2 889

Western Cape 413 259 360 238 -53 021

Poverty Headcount

(Percentage)

Poverty Intensity

(Percentage)

Area 2011 2016 2011 2016

Saldanha Bay 2.2 6.7 41.0 45.4

West Coast District 2.0 2.9 41.9 44.5

Western Cape 3.6 2.7 42.6 40.1

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Economic growth at the municipal level is essential for the attainment of economic development, the reduction of poverty and improved

accessibility. Fostering this growth requires an in-depth understanding of the economic landscape within which each respective municipality

operates.

Saldanha Bay comprised R5.86 billion (or 30.56 per cent) of the District’s total R19.16 billion GDPR as at the end of 2015. GDP growth averaged

2.95 per cent per annum over the period 2005–2015. This is below the District average of 3.42 per cent. Average annual growth of 2.67per cent

in the post-recessionary period remains below the long-term trend but is on par with the District average of 2.75per cent.

Saldanha Bay employed 28 per cent (46330 labourers) of the West Coast District’s labour force in in 2015, and employment grew at a moderate

rate of 1.7 per cent per annum on average since 2005, which was above the overall district employment growth rate of1.1 per cent per annum.

Employment growth has nevertheless picked up significantly in the post–recessionary period (2010-2015) averaging 2.5 per cent per annum-this

is on par with the district’s employment growth rate of 2.7 per cent per annum over this period. Saldanha Bay has experienced job losses prior

to and during the recession, but these jobs have been recovered and approximately 5720(net) additional jobs have been created since 2005(the

majority of which has been created post-2010).

The majority of the workforce in Saldanha Bay operates within the semi-skilled (32.50 per cent) and low-skilled sector (32.14 per cent). The

semi-skilled sector was the only sector to experience a contraction in employment over the long term (-0.1 per cent per annum over the period

2005 –2015). Low-skilled employment remained fairly stagnant over the long term, whilst skilled employment (which makes up 13.35 per cent

of the municipality’s workforce) grew at a moderate rate of 1.9 per cent per annum since 2005. The informal sector (which employs 22 per cent

of the municipality’s workforce) experienced robust growth of 7.8per cent per annum over the past decade.

THE PRIMARY SECTOR

AGRICULTURE, FORESTRY AND FISHING

This sector comprised R887.21 million (or 15.15 per cent) of the Municipality’s GDP in 2015. It displayed steady growth of 2.85 per cent for the

period 2005 – 2015; growth has nevertheless shown significant improvement in the post-recessionary period (the sector experienced a growth

rate of 4.49 per cent per annum over the period 2010 – 2015).

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Agriculture, Forestry and Fishing employed 31.77 per cent of the area’s workforce. Employment over the period 2005 – 2015 has grown by 0.9

per cent per annum on average. Employment growth nevertheless improved significantly in the late half of the decade (growing at a rate of 4.5

per cent per annum on average since 2010). This growth has however been insufficient with regard to recovering all the jobs lost prior to- and

during the recession, and as such, 500 jobs have been lost on net since 2005.

The labour force in the primary sector is characterised by a relatively large proportion of unskilled labour. The majority (43.32 per cent or 6

376 workers) of the workforce in Agriculture, Forestry and Fishing operate within the low-skill sector, which has experienced growth of 4.6 per

cent per annum since 2010. The semi-skilled sector employs 32.59 per cent of the industry’s workforce and has grown at a rate of 4.4 per cent

per annum since 2010. The skilled sector employs the smallest proportion of the municipality’s workforce (5.20 per cent or 765 workers). This

segment has shown robust growth post-recession (4.7 per cent per annum).

Despite the fast growth since 2010, employment in these three categories has stagnated over the long term (2005 – 2015) and all the jobs lost

between 2005 – 2010 have not yet been recovered. The informal sector makes up 18.89 per cent of the industry’s workforce and experienced

robust long term growth as employment grew by 4.6 per cent per annum over the period 2005 – 2015. Informal employment growth within the

Agriculture, Forestry and Fishing industry remained consistent throughout the last 10 years and the informal sector may have absorbed some of

the job losses from the other sectors.

THE SECONDARY SECTOR

MANUFACTURING

The manufacturing sector comprised R1.305 billion (or 22.3 per cent) of the Municipality’s GDP in 2015, making it the second largest sector in

the Saldanha Bay region. The sector has experienced moderate growth of 1.25 per cent per annum on average over the period 2010 – 2015,

and fared slightly better over the long term with growth averaging 1.49 per cent per annum since 2005. GDP growth in the manufacturing sector

is consistently below the long term overall GDP trend for the region as the sector struggles to fully recover after the recession.

The manufacturing sector employed 10.65 per cent of the area’s workforce (making it the 4th largest employer in Saldanha Bay). Employment

growth has nevertheless remained constrained over the past decade with a contraction of 0.7 per cent recorded for the period 2005 – 2015.

Approximately 778 jobs have been lost on net in Saldanha Bay’s manufacturing industry since 2005.

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A large number of workers employed in the manufacturing sector are classified as semi-skilled (39.6 per cent) and low-skilled (31.8 per cent).

Semi-skilled employment within the manufacturing sector contracted over the last decade, whilst employment within the low-skilled sector

contracted by 0.3 per cent per annum since 2005. Only 11.8 per cent of those employed in the manufacturing sector are categorised as skilled

workers, and employment growth within this category has remained relatively stagnant since 2005. The informal sector makes up 16.8 per cent

of the industry’s workforce and experienced robust long term growth as employment grew by 7.2 per cent per annum over the period 2005 –

2015. Informal employment within the manufacturing industry furthermore experienced robust growth of 6.6 per cent per annum post-recession.

CONSTRUCTION

The construction sector comprised R 239.3 million (or 4.08 per cent) of the municipality’s GDP in 2015. Construction has nevertheless been

the fastest growing industry since 2005, with growth averaging 5.94 per cent per annum. GDP growth has nevertheless slowed since the recession

and averaged 1.80 per cent over the period 2010 – 2015 as the sector struggles to fully recover after the recession.

The construction sector employed only 4.96 per cent of the area’s workforce in 2015. Employment in the municipality’s construction sector has

grown by 2.4 per cent per annum since 2005. Approximately 209 jobs have been created on net since 2005, the majority of which were created

over the period 2010 – 2015 (where employment growth averaged 1.2 per cent per annum).

The majority (42.4 per cent) of the workers employed in the construction industry operate within the informal sector. Employment growth

within this sector has been consistently high since 2005. Low-skilled employment makes up 17.5 per cent and semi-skilled employment makes

up 33.1 per cent of the workforce in the construction industry, and employment within both these sectors has contracted over the past decade

(with employment contracting the fastest in the latter half of the decade). Workers employed in these sectors who have lost their jobs may have

found employment in the informal sector. Skilled employment makes up only 7.1 per cent of the construction industry’s workforce, and has

grown at a moderate rate of 2.2 per cent per annum over the period 2005 – 2015 (with growth nevertheless stagnating in the post-recessionary

period as employment in the sector struggles to recover).

COMMERCIAL SERVICES

Commercial services encompass the wholesale & retail trade, catering & accommodation, transport, storage & communication and finance,

insurance, real estate & business services industries. This sector comprised R2.404 billion (or 41.0 per cent) of the Municipality’s GDP in 2015

(the largest sector in the region). The industry grew at a faster rate than the overall municipality over the period 2005 – 2015 (3.59 per cent

compared to the municipal average of 2.95 per cent); growth tapered downward to 2.87 per cent per annum in the post-recessionary (which is

above the municipal average over this period).

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This sector employed 32.1 per cent of the areas workforce (making it the largest employer). Employment has shown consistent growth

throughout the past decade recording a 3.4 per cent growth rate per annum on average. Employment growth dropped to 2.1 per cent per

annum over the period 2010 – 2015 which is below the overall municipal employment growth in the post-recessionary period. On net, 4 027

jobs have been created within the commercial services industry in Saldanha Bay since 2005.

More than a third (35.2 per cent) of the industry’s workforce is classified as semi-skilled, while 18.6 per cent is classified as low-skilled and 15.5

per cent is classified as skilled. Employment within the skilled and low-skilled sectors grew at moderate rates of 2.1 per cent and 2.4 per cent

per annum since 2005, whilst the semi-skilled sector experienced relatively slower rates of 0.8 per cent over the period 2005 – 2015. Low-

skilled employment growth tapered down to 2.0 per cent in the post-recessionary period, whilst skilled employment increased marginally to 1.9

per cent per annum over this period (2010 – 2015). Informal employment within the Commercial services industry makes up a significant portion

(30.6 per cent) of the industries workforce and has experienced robust growth of 10.8 per cent per annum since 2005, and lower (but still

strong) growth of 4.5 per cent per annum over the last 5 years. The informal sector is responsible for the majority of the new jobs created in

the industry.

GOVERNMENT AND COMMUNITY, SOCIAL AND PERSONAL SERVICES

The general government & community, social and personal services is moderately sized (comprising only 16.1 per cent or R943.63 million of the

municipality’s overall GDPR in 2015). The industry experienced GDPR growth of 3.61 per cent over the period 2005 – 2015 (and a marginally

decreased rate of 3.21 per cent per annum since 2010) making it the third largest contributor to the overall municipal GDP figure within Saldanha

Bay.

The industry similarly employs a noteworthy share (20.27 per cent) of the area’s workforce and its employment growth over the period 2005 –

2015 averaged 3.4 per cent per annum. Employment growth has slowed since the recession (to 2.8 per cent per annum over the period 2010 -

2015).

A large proportion (39.9 per cent) of the industry’s formally employed workforce are classified as low-skilled, while 23.9 per cent fall within the

semi-skilled and 24.9 per cent are classified as skilled. Employment in the skilled category grew at 3.0 per cent per annum over the period 2005

- 2015 overall, and has decelerated slightly since the recession (with growth averaging 2.5 per cent per annum over the period 2010 – 2015).

Low-skilled employment grew at 2.8 per cent per annum since 2005, with growth tapering off at 2.2 per cent in the post-recessionary period.

Semi-skilled employment similarly grew at a rate of 1.9 per cent per annum since 2005, with growth tapering off at 1.6 per cent per annum in

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the post-recessionary period. The informal sector employed only 11.2 per cent of the industries workforce, but grew at a rate of 17.6 per cent

per annum over the period 2005 – 2015 (this growth nevertheless stemming from a small base).

CHAPTER 4: WARD PLANNING

The IDP is about determining the stakeholder and community needs and priorities which need to be addressed in order to contribute to the

improvement of the quality of life of residence within the municipal service area.

Various stakeholder and sector departments were involved during the IDP development process. The 14 Ward Committees, the IDP Indaba and

the ward specific consultative process were some of the distinct structures through which formalised public participation within Saldanha Bay

municipal area on behalf of its communities took place.

4.1 SITUATIONAL ANALYSIS OF WARDS

The below is a synopsis derived from the various engagements, community matters raised and/or data intelligence performed:

WARD

WATER

SANITATION

ELECTRICITY

EDUCATION

HEALTH

SPORT

CRIME

CLEANLINESS

1

2

3

4

https://www.google.co.za/url?sa=i&rct=j&q=&esrc=s&source=imgres&cd=&cad=rja&uact=8&ved=0ahUKEwje9JbyyOTSAhUJwxQKHYLgCecQjRwIBw&url=https://play.google.com/store/apps/details?id%3Dcom.schulermobile.puddledropsplus&psig=AFQjCNGFNW9xkVuRcolSKZJLaw3WiOEeLQ&ust=1490081660376346

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5

6

7

8

9

10

11

12

13

14

4.2 ANALYSES OF INFRASTRUCTURE SPENDING

The below table indicates the infrastructure for the past audited financial year and the budget provisions as far as it pertains to the current and

next MTREF period relating to capital infrastructure.

Description 2015/16 2016/17 Planned Capital expenditure

Audited

outcome

'000

Original

Budget

'000

Adjustment

Budget

'000

2017/18

'000

2018/19

'000

2019/20

'000

Capital expenditure by Asset Class

Infrastructure - Total 65 045 155 410 152 788 146 070 93 624 92 885

Infrastructure: Road transport - Total 30 675 35 003 38 072 35 964 25 086 13 405

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Audited

outcome

'000

Original

Budget

'000

Adjustment

Budget

'000

2017/18

'000

2018/19

'000

2019/20

'000

Roads, Pavements & Bridges 26 482 25 323 28 392 29 786 23 338 11 650

Storm water 4 193 9 680 9 680 6 178 1 748 1 755

Infrastructure: Electricity - Total 15 996 30 512 28 236 29 351 14 488 30 455

Generation – - - - - -

Transmission & Reticulation 15 996 24 955 22 693 29 351 14 488 30 455

Street Lighting – 5 557 5 543 - - -

Infrastructure: Water - Total 3 660 1 506 7 354 17 726 4 348 20 500

Dams & Reservoirs 1 723 - 5 848 7 150 - 7 500

Water purification – - - - - -

Reticulation 1 937 1 506 1 506 10 576 4 348 13 000

Infrastructure: Sanitation - Total 10 093 52 427 37 976 33 356 20 135 9 800

Reticulation 2 288 38 220 12 537 16 443 1 985 450

Sewerage purification 7 805 14 207 25 439 16 913 18 150 9 350

Infrastructure: Other - Total 4 622 13 940 5 429 29 673 29 567 18 725

Waste Management (558) 10 800 2 601 29 393 29 567 18 725

Transportation – 250 145 - - -

Gas – - - - - -

Other 5 179 2 890 2 683 280 - -

Community - Total 33 298 22 022 35 720 23 165 2 850 2 050

Parks & gardens 1 676 960 778 860 150 850

Sports fields& stadia 8 297 - 2 033 - - -

Swimming pools 197 - - - - -

Community halls 1 468 - 150 - - -

Libraries – - - 150 - -

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Audited

outcome

'000

Original

Budget

'000

Adjustment

Budget

'000

2017/18

'000

2018/19

'000

2019/20

'000

Recreational facilities 6 820 16 712 21 615 6 215 - 1 000

Fire, safety & emergency – - - 2 000 - -

Security and policing – - 1 170 3 224 1 200 200

Buses – - - - - -

Clinics – - 8 - - -

Museums & Art Galleries 15 - - - - -

Cemeteries – - - - - -

Social rental housing – - - - - -

Other 14 825 4 350 9 967 10 717 1 500 -

Capital expenditure by Asset Class 47 608 53 838 79 493 57 563 14 482 15 975

Heritage assets - Total 1 547 - - - - -

Buildings 1 547 - - - - -

Other – - - - - -

Investment properties - Total – - - - - -

Housing development – - - - - -

Other – - - - - -

Other assets 43 995 51 268 63 570 51 584 11 559 12 895

General vehicles 967 4 985 5 558 7 010 4 000 5 560

Specialised vehicles – - - - - -

Plant & equipment 6 727 861 1 522 1 302 378 1 410

Computers - hardware/equipment 4 665 2 093 2 007 1 950 1 078 725

Furniture and other office equipment 2 298 1 698 667 1 930 68 544

Abattoirs – - - - - -

Markets – - - - - -

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Audited

outcome

'000

Original

Budget

'000

Adjustment

Budget

'000

2017/18

'000

2018/19

'000

2019/20

'000

Civic Land and Buildings – 37 963 - - - -

Other Buildings 3 079 - 50 245 34 625 3 450 900

Other Land 16 448 - - - - -

Surplus Assets - (Investment or Inventory) – - - - - -

Other 9 812 3 669 3 570 4 767 2 585 3 756

Agricultural assets – - - - - -

List sub-class – - - - - -

Biological assets – - - - - -

List sub-class – - - - - -

Intangibles 2 066 2 570 15 924 5 979 2 923 3 080

Computers - software & programming 2 066 2 570 15 924 5 979 2 923 3 080

Other (list sub-class) – - - - - -

Total Capital Expenditure on new assets 145 951 209 248 232 281 226 799 110 956 110 910

4.3 COMMUNITY NEEDS ANALYSES

Public participation meetings were held in each of the 14 wards to obtain community inputs for the 4th IDP with commencement from 1 July

2017 and ending 30 June 2022. The below inputs received during the November 2016 public participation meetings was provided for planning-

led-budget purposes of the respective wards, however, the relevance and the prioritisation thereof for each of the financial years need to be

finalised by the respective ward committees:

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REFER TO ANNEXURE FOR THE DETAIL OF THE INPUTS PROVIDED.

CHAPTER 5: ORGANISATIONAL ARRANGEMENT

5.1 THE COUNCIL

The council performs both legislative and executive functions. They focus on legislative, oversight and participatory roles, and have delegated its

executive function to the Executive Mayor and the Mayoral Committee. Their role is to debate issues publicly and to facilitate political debate

and discussion. The council plays a very active role in the operations of the Municipality. Apart from their functions as decision makers, councillors

are also actively involved in community work and the various social programmes in the municipal area.

The Council of the Saldanha Bay Municipality comprises of 27 elected Councillors, made up from 14 Ward Councillors and 13 Proportional

Representation (PR) Councillors elected on the basis of proportional of votes casts for the respective parties. The portfolio committees are

made up of councillors drawn from all political parties. The political composition of the Council are as follow:

Democratic Alliance African National

Congress Saldanha Rate Payers

Association Economic Freedom Fighters

11 Ward Councillors 3 Ward Councillors

6 Proportional Councillors 5 Proportional

Councillors

1 Proportional Councillor 1 Proportional Councillor

Below is a table that categorises the councillors within their specific political parties and wards:

Name of

Councillor Capacity

Political

Party

Ward Representing or

Proportional Gender

M Koen Executive Mayor DA Proportional Male

E Vaughan Deputy Mayor and Portfolio Chairperson: Corporate

Services DA Ward 8 Female

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Name of

Councillor Capacity

Political

Party


Proportional Gender

OD Daniels Speaker DA Proportional Female

S Mohale Portfolio Chairperson: Community Services DA Proportional Female

E Steyn Portfolio Chairperson: Economic Development &

Tourism Support Services DA Ward 10 Female

A Venter Portfolio Chairperson: Finance Services DA Ward 6 Male

A Kruger Portfolio Chairperson: Technical and Infrastructure

Services DA Proportional Male

S Van Tura Portfolio Chairperson: Social and Housing Services DA Ward 13 Female

M Alie Councillor DA Ward 14 Female

R Don Councillor DA Ward 3 Male

N Girimane Councillor ANC Proportional Female

T Khulu Councillor EFF Proportional Male

G Kordom Councillor DA Proportional Female

J Kotze Councillor SBRA Proportional Male

S Mafenuka Councillor ANC Ward 1 Male

M Makwetu Councillor ANC Ward 12 Male

E Mankay Councillor ANC Proportional Female

L Mitchell Councillor DA Ward 2 Male

D Mpeko Councillor ANC Proportional Female

E Nackerdien Councillor ANC Proportional Male

F Pronk Councillor DA Ward 5 Male

F Schippers Councillor DA Proportional Male

S Scholtz Councillor DA Ward 11 Female

M Schrader Councillor DA Ward 7 Female

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Name of

Councillor Capacity

Political

Party


Proportional Gender

J Skei Councillor ANC Proportional Male

G Sipholi Councillor ANC Ward 9 Male

A Williams Councillor DA Ward 4 Male

5.2 COUNCIL’S COMMITTEES

The Council has an Executive Mayor and Executive Councillors which consists of the Deputy Executive Mayor, the Speaker and five (5) full time

Councillors which each hold a direct portfolio as assigned by the Executive Mayor. SBM has established five committees in terms of section 80

of the Municipal Structures Act (act 17 of 1998) as resolved through Council resolution R7/8-16 dated 22 August 2016:

The portfolio committees’ primary responsibility is to exercise oversight over the executive arm of the municipality’s governance structure.

These committees monitor the delivery and outputs of the executive and may request Directorates to account for the outputs of their functions.

Executive Mayor

Financial Services

Economic Development and Tourism Support

Strategic Services and

Human Settlements

Engineering and Planning Services

Community and

Operational Services

Speaker Deputy Executive

Mayor and Corporate Services and Public

Safety

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Executive Councillors account for executive decisions and operations performed in general policy framework agreed to by Council and although

the portfolio committees play an oversight role, they have limited decision-making powers. These committees are responsible for submitting

their reports to the Mayoral Committee, however, going forward the proposed structure for implementation as of July 2017 will be as follow:

The Council resolved further under R9/8-16 dated 22 August 2016 in accordance with section 79 of the Local Government: Municipal Structures

Act, 117 of 1998 to establish the below committees / Council representatives to ensure appropriate governance and oversight of Council affairs:

Committee / Council representatives Committee / Council representatives

Section 62 Appeal Committee St Helena Bay Water Quality Trust Committee

Municipal Public Accounts Committee (MPAC) Community Policing Forums

Budget Steering Committee (Members as for Finance Portfolio

Committee) Saldanha Bay Sport Control Forum

Special Committee: Code of Conduct Of Councillors Appointment Committee

Regulatory Committee Training- And Employment Equity Committee (Subcommittee Of Labour

Forum)

Executive Mayor

Financial Services

Corporate and Public Safety

Services

Community and Operational

Services

Infrastructure and Planning

Services

Economic Development and Strategic

Services

Speaker Deputy Executive Mayor

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Committee / Council representatives Committee / Council representatives

Committee: Non-Attendance of Councillors Local Labour Forum

Aesthetics Committee Ict Committee

Refuse Disposal Site Committee Idz Skills Task Team And Programme

Salga Provincial Local Economic Forum : EDP Board

Saldanha Bay Tourism Organisation West Coast Municipal Coastal Committee (MCC)

West Coast Business Development Centre Saldanha Community Trust (Soventix)

Saldanha Bay Water Quality Trust Committee IDZ LiCo (Directors)

5.3 THE ADMINISTRATION

The administrative arm of the Municipality is headed by the municipal manager. The municipal manager as head of the administration is responsible

and accountable for tasks and functions as provided for in Section 55 of the MSA, other functions/tasks as provided for in legislation as well as

functions delegated to her by the Executive Mayor and Council. He is supported by a team of five directors and managers.

5.3.1 Management Structure

Name of

Official Capacity

Appointment

Date

Name of

Official Capacity

Appointment

Date

Mr G Smith Acting Municipal Manager

(position vacant)

February 2017 Mr J Marais

Director Community and


September 2013

Mr S Vorster Chief Financial Officer October 2011 Mr P

Mbaliswana Director Corporate Services

October 2014

Mr G Smith Director Engineering and

Planning Services

February 2012

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5.3.2 Staff Compliment

The SBM Council has reviewed and amended its organisational structure in 2013, to effectively and efficiently deliver services in line with the

overarching Key Performance Areas and Strategic Objectives or the organisation. The senior management team is supported by a municipal

workforce of 978 permanent employees of the 1 046 posts budgeted for have been filled (93.5% of approved organogram) which is structured

in the various departments to implement the IDP strategic objectives and related service delivery activities as at end April 2017.

MUNICIPAL MANAGER

Office of Municipal

Manager

(21 posts)

Directorate

Finance

(139 posts)

Directorate

Corporate &

Protection

Services

(135 posts)

Directorate Engineering

& Planning Services

(330 posts)

Directorate Community &


(417 posts)

•Support Services

•IDP/PMS

•Spatial Information &

Interventions

•LED

•Communication &

Public Relations

•Enterprise Risk

Management

Financial

Management

•Human Resources

•Administration

•Legal Services

•ICT

•Community Safety

•Libraries

•Electro-technical Services

•Civil Services

•Mechanical Services

•Land Use & Development

Control

•Project Management

Community Support Services:

• Community Development

• Housing Demand

• Sport Facility Coordination

•Community Halls

• Fire & Disaster Support

• Cemeteries

• Resorts

•AFS & Returns

•Budgets

•Finance Data

Processing

Area Engineering Services:

Financial

Operations

(Hopefield, Jacobsbaai, Langebaan,

Paternoster, Saldanha, St Helena Bay)

•Road/Storm Water Maintenance

•Water Reticulation/Maintenance

•Sewerage Services/Maintenance

•Parks and Public Amenities

•Supply Chain

Management

•Expenditure

•Revenue Internal Audit

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Management/Maintenance

• Sport Field Maintenance

5.4 CAPACITY ANALYSES (ORG. REVIEW IN PROCESS)

The Saldanha Bay Municipality commenced with an organisation review following the August 2016 local government elections to ascertain the

responsiveness of the structure for the elected term. Council adopted an organisational review process plan as per resolution R91/10-16 to give

effect for a systematic analyses and identification of the macro and micro structure responsiveness.

The aim is to review and re-align the organisational structure thereby enhancing the effective, efficient and systematic performance of its

legislative mandate and strategic objectives. This project’s primary goal is to develop an optimal organisational structure with related

implementation support to enhance the municipality’s corporate objectives.

The rationale for following a specific sequence of first completing the functional structure before designing the organisational structure is to

ensure application of the principle of “form follows function”. The “Functional structure” should describe “What” and “Why” (legislation, policies,

purposes, functions and activities) the different units of the municipality must do, which then form the bases for the “Organisational structure”

(“How”, i.e. organisational relationships, reporting lines, etc., and by “Whom”, i.e. how many, type and levels of posts). The review is to determine

the optimal functional and organisational relationships. The “persons” in the structure are therefore not considered in the analyses and designing

processes.

Alignment of structures to reflect and sustain strategic priorities in terms of the municipality’s IDP. The IDP should guide the institutional renewal

in response to the changing trends and patterns of developmental needs and issues. To address backlogs and implement projects require a

specific balanced approach to restructuring – all possible alternatives have to be exploited, to ensure optimum value for the municipality. Aligning

roles, responsibilities, and a system of delegation with objectives and priorities as set out by council and establishing clear relationships, facilitating

co-operation and communication between all stakeholders. Whereas the IDP describes “Which” services and priorities the municipality must

deliver, the functional and organisational structure indicates “What”, “Why” and “How” the service delivery units should be structured and

“How many posts” is needed to achieve it.

The proposed macro organisational structure to be adopted are therefore as

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5.5 ECONOMIC DEVELOPMENT FORUM

The role and function of Saldanha Bay Municipality is articulated in the DPLG’s LED Framework (2006). The framework makes it clear that local

government is not responsible for creating jobs but should rather invest in providing the overall economic and social conditions conducive to

creating employment opportunities. Local economic development is therefore about creating a platform and environment to engage stakeholders

in implementing strategies and programmes.

The Framework emphasizes that municipalities have a key role in creating an environment conducive for investment through the provision of

infrastructure and quality services, rather than by developing programmes and attempting to create jobs directly. Beyond this, municipalities

should play a connector role in respect of LED, drawing upon resources locked in a range of different government support instruments into

their localities (Patterson, 2008).

The connection between the urgent need for growth, inclusive development and reducing economic disparities cannot be ignored or

underestimated. Dynamic real “economic growth” increases countries revenue and provides the means for “local economic development” that

includes reducing social inequality. However, at the same time there is little evidence that growth by itself, will achieve the developmental needs

of South Africa.

The establishment of a Saldanha Bay Economic Development Forum will therefore enhance sector/industry discussions and the collaborative

intent thereof to ensure economic stimulation. An evaluation will be performed of all industries within the municipal area of current and foreseen

industries and to tailor frequent industry discussion to unlock economic potential.

CHAPTER 6: INTERGOVERNMENTAL ALIGNMENT

Saldanha Bay Municipality is responsible for the delivering of municipal functions as specified in Schedule 4B and 5B of the Constitution. All the

strategic planning processes to address these functions should be aligned and fully integrated to ensure sustainable growth and development.

The Council is responsible for ensuring that there are development and operational strategies in place to ensure the delivering of the municipal

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functions, in accordance with their goals and objectives. Sector planning therefore gives effect to Council’s development and operational strategies

and reflects the responsibilities of each department in relation to the requirements of the IDP.

6.1 MUNICIPAL FUNCTIONS

The Saldanha Bay Municipality is responsible for delivering the following services:

Municipal Function Responsible Directorate Municipal Function Responsible Directorate

Constitution Schedule 4, Part B Functions: Constitution Schedule 5, Part B Functions:

Air Pollution Engineering and Planning

Services

Beaches and amusement facilities Community and Operational

Services

Building Regulations Engineering and Planning

Services

Billboards and the display of

advertisements in public places

Engineering and Planning

Services

Electricity Reticulation Engineering and Planning

Services

Cemeteries, Funeral Parlours And

Crematoria

Community and Operational

Services

Fire Fighting Services Outsourced to West Coast

District Municipality

Cleansing Community and Operational

Services

Local Tourism Office of the Municipal

Manager

Control Of Public Nuisances Community and Operational

Services

Municipal Planning Engineering and Planning

Services

Local Amenities Community and Operational

Services

Municipal Public Transport Engineering and Planning

Services

Local Sport Facilities Community and Operational

Services

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Municipal Function Responsible Directorate Municipal Function Responsible Directorate

Municipal public works only in

respect of the needs of

municipalities in the discharge of

their responsibilities to

administer functions specifically

assigned to them under this

constitution or any other law


Services / Community and


Municipal Abattoirs N/a

Storm water Management

Systems In Built-Up Areas


Services

Municipal Parks And Recreation Community and Operational

Services

Trading Regulations Engineering and Planning

Services

Municipal Roads Engineering and Planning

Services

Water and sanitation services

limited to potable water supply

systems and domestic waste-

water and sewage disposal

systems


Services

Noise Pollution Engineering and Planning

Services

Constitution Schedule 5, Part B Functions (cont…):

Public Places Community and Operational

Services

Street Lighting Engineering and Planning

Services

Refuse Removal, Refuse Dumps

And Solid Waste Disposal


Services

Traffic And Parking Engineering and Planning

Services

Street Trading Office of the Municipal

Manager

The municipality has the following by-laws, policies, systems, frameworks, strategies and plans to support the workforce in the execution of

municipal functions:

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Office of Municipal Manager

Delegation of Power Performance Management Policy

Communication Strategy Performance Management Framework

Risk Management Policy and Strategy Local Economic Development Strategy

Fraud Prevention Strategy Informal Trading By-Law

Tourism Strategy Events By-Law

Human Settlements Plan

Directorate Financial Services

Debt Collection and Credit Control Policy Cash and Investment Policy

Tariffs Policy Asset Management Policy

Supply Chain Management Policy Budget Implementation and Management, Funds and Reserves and

Virement Policy

Property Rates Policy Borrowing Policy

Grants Policy Customer Care, Credit Control and Debt Collection By-Law

Tariff By-Law Property Rates By-Law

Indigent Policy

Directorate Engineering and Planning Services

Street Name and Numbering Policy Electricity By-Law

Advertising and Signage By-Law Liquor Trading Days and Hours By-Law

Air Pollution Control By-Law Roads and Streets By-Law (joint responsibility as per assigned functions)

Fences and Walls By-Law Solid Waste Disposal By-Law

Fire Safety By-Law Water and Sanitation Services By-Law (joint responsibility as per assigned

functions)

Storm Water Management By-Law (joint responsibility as per

assigned functions)

Spatial Development Framework

Infrastructure and Growth Plan Electrical Network Development Plan

Water and Sewerage Reticulation Master Plan Electricity Maintenance Plan

Water Services Development Plan Integrated Waste Management Plan

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Storm Water Master Plan Integrated Waste Management Policy

Pavement Management System Integrated Transport Plan

Road Network Master Plan Integrated Coastal Management Strategy

Air Quality Management Plan Building Maintenance Plan

Directorate Community and Operational Services

Sport Master Plan Housing Beneficiary Selection Policy

Cemeteries and Crematoria By-Law Sporting Facilities By-Law

Public Amenities By-Law Water and Sanitation Services By-Law (joint responsibility as per assigned

functions)

Roads and Streets By-Law (joint responsibility as per assigned

functions)

Storm Water Management By-Law (joint responsibility as per assigned

functions)

Directorate Corporate Services

Attendance and Absenteeism Policy Bursary for Officials Policy

Conditions of Service (work hours etc) – Collective

Agreement_Bargaining Council

Dress Code Policy

Disciplinary – Collective Agreement_Bargaining Council Employee Assistance Policy

Grievance – Collective Agreement_Bargaining Council Employment Equity Plan

Long Service – Collective Agreement_Bargaining Council Human Resource Policy (SOP)

Leave, Unpaid and Special – Collective Agreement_Bargaining

Council

Occupational Health and Safety Policy

Overtime Policy Smoking Policy

Substance Abuse Policy Telecommunications Policy

Transport Policy Travel and Subsistence Policy (+ Furniture Removal)

Uniform and Protective Clothing Policy Records Management Policy

Disaster Management Plan Workplace Skills Development Plan

Website Policy Information Technology Policy

Impoundment of Animals By-Law Prevention of Public Nuisances and Public Nuisances Arising from the

Keeping of Animals By-Law

Rules of Order Regulating the Conduct of Meetings of the

Municipality By-Law

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6.2 SECTOR PLANNING (DEVELOPMENT AND OPERATIONAL STRATEGIES)

Sector planning reflects the development and operational strategies of the municipality in response to the strategic objectives set by the council.

The sector plans focus on specific sectors within local government. The alignment of sector plans between all spheres of government is important

in ensuring integration of programmes and maximum utilization of available resources.

The following table indicates the sector plans available at the municipality, the department responsible for their management and compilation

and their status. In the subsequent section each of the relevant sectors are discussed in more detail:

Sector Plan Responsible Directorate &

Department Status of Plan

Year

approved

Date when

review is due

Long Term Financial

Plan Finance: Chief Financial Officer Approved 2016 2018

Spatial Development

Framework

Engineering & Planning Services:

Land Use Planning &

Development Control

Approved. Compilation of a new SDF initiated

for completion in 2017/2018 2011 2016/2017

Local Economic

Development

Strategy

Office of the Municipal Manager:

Local Economic Development

Approved. Review initiated for completion in

2017. 2013 2015/2016

Infrastructure and

Growth Plan


Engineering Support Services Draft

For approval

in 2017 Continuous

Electrical Network

Development Plan


Electrotechnical Services Approved 2014 2019

Electricity

Maintenance Plan


Electrotechnical Services

Approved 2014 Continuous

Water and Sewerage

Reticulation Master

Plan


Water And Sanitation Approved 2012 2018/19

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Year

approved

Date when

review is due

Water Services

Development Plan


Water And Sanitation Approved 2012 2017/18

Integrated Waste

Management Plan


Waste Management Draft

For approval

in 2017 Annually

Integrated Waste

Management Policy


Waste Management Draft

For approval

in 2017 Annually

Storm water Master

Plan


Roads & Storm water

Approved master planning for Vredenburg,

Langebaan, St Helenabay (Laingville) and

suburbs in Saldanha (White City & Middelpos)

has been prepared to date.

2015 As the need

arises

Pavement

Management System


Roads & Storm water Approved 2015 2020

Integrated Transport

Plan


Roads & Storm water

Approved by WCPG, to be adopted by

Council 2016 Annually

Road Network

Master Plan


Roads & Storm water Approved 2015 Continuous

Human Settlement

Plan Office of the Municipal Manager Approved 2016 2021

Disaster Management

Plan

Corporate Services: Human

Resources Approved 2016 2021

Integrated Coastal Management Strategy

Engineering & Planning Services: Land Use Planning &

Development Control

Approved 2015 2020

Air Quality

Management Plan


Engineering Support Services Approved 2012 2017

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Year

approved

Date when

review is due

Sports Master Plan Community & Operational

Services: Operations Approved 2015 Annually

Building Maintenance

Plan


Fixed Assets Approved 2016 Annually

6.2.1 LOCAL ECONOMIC DEVELOPMENT OUTLOOK

A more pragmatic medium LED Strategy for Saldanha Bay Municipality was endorsed by Council in 2013 which focuses on the role and function

of the municipality with regard to creating the environment that will

ensure that the exploitation of this comparative advantage will benefit

and empower the citizens of the region. It also sets out to grow the

regional economy at a rate that can create and sustain the job

aspirations and quality of life of all its residents in the medium to long

term. However, the strategy states that when one considers the long

term future of Saldanha Bay the picture is bright but the time line and

roadmap for its development is less predictable and will inevitably

change over time in response to externalities that cannot be predicted

or controlled. What is possible and inherently useful when it comes to

considering the future and preparing for the uncertainty that it will

bring is the development of scenarios. The scenario “My Skip Kom

In” was the description of a future where the combination of

focused skills development and systematic building of community

leadership capabilities will provide the most likely route to

empowering the community and ensuring the future growth and development of Saldanha Bay benefits, in the first place the residents of Saldanha

Bay Municipality and the West Coast District.

1

23

4

Focused Leadership

Development

Laissez Faire

Leadership

Focused Skills

DevelopmentGe

neric

Skil

ls

Deve

lopm

ent

My Skip

kom In

Stadig

DoodblooiTydbom

Hond Jaag

Sy Stert

X

X

Figure 2: Development Scenarios for Saldanha Bay

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There are four scenarios and each name is significant as is explicitly represents a plausible future that could evolve within the combination of

factors that make up that quadrant of the above scenario matrix, and, one that is relevant to the Saldanha Bay community. The names also

become a common term when describing how future behaviour is likely to play out.

Also according to the SBM LED Strategy, Saldanha Bay has unquestionable long term potential and is well positioned for exponential growth and

development. This growth can be expected from the following strategic result areas such as Oil & Gas, Manufacturing, Aquaculture and Tourism.

These sectors can impact on the Saldanha Bay economy to grow at a rate that can create or sustain jobs and quality of life of all residents, with

immediate outcomes and outputs as indicated in the strategy map.

Thus, the strategic question that is confronting Saldanha Bay

Municipality according to the strategy is: Given the overall

locational potential of the locality, what can and should they

be doing to extract long term sustainable economic benefits

but, just as importantly ensure that these benefits achieve

the development and transformation objectives of the

Municipality, the Western Cape and South Africa as a whole?

The strategy further argues that the following three

immediate outcomes as contained in the above strategy

map, would be the levers that would ensure the platform

for inclusive economic growth and development of the

Saldanha Bay locality and would also make a significant

contribution to the West Coast District as a whole:

Civil Society and Local Government leadership

continuously improved.

The skills needed to support and grow the priority sectors are accessible in the municipal precinct

Bureaucratic business regulatory and compliance requirements streamlined.

Saldanha Economy grows at a rate that can create and

sustain the job aspirations and quality of life of all its

residents

Oil and Gas Sector:

Establishment of

offshore maintenance

and services cluster

Tourism: Expansion

of differentiated

product range to

extend stays in locality

Aquaculture:

Expansion of primary

production and

increased value

addition

Manufacturing Sector:

Expansion and

diversification of steel

value adding cluster

Civil Society and Local

Government leadership

continuously improved

The skills needed to support

and grow the priority sectors

are accessible in the municipal

precinct

Bureaucratic business

regulatory and compliance

requirements streamlined

Output 1: Community

and Economic

development leadership

encouraged, supported

and acknowledged

Output 3: Relevant

educational

programmes

assessable in the

locality

Output 2: Social

capital enhanced by

constructive

engagement &

collaboration

Output 4:

Business

regulatory

processes

assessed & re-

engineered

Str

ate

gic

Re

su

lt A

rea

s

Imm

ed

iate

Ou

tco

me

sO

utp

uts

Imp

act

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To ensure that these outcomes are realised in a systematic and sustainable manner the focus, in the first place, needed to be on the following:

To develop community and economic leadership as well as enhance constructive engagement/collaboration;

To make educational and skills programme accessible in the locality; and

To assess and re-engineer business regulatory processes

Economic growth at the municipal level is essential for the attainment of economic development, the reduction of poverty and improved

accessibility. Fostering this growth requires an in-depth understanding of the economic landscape within which each respective municipality

operates.

Saldanha Bay comprised R5.86 billion (or 30.56 per cent) of the District’s total R19.16 billion GDPR as at the end of 2015. GDP growth averaged

2.95 per cent per annum over the period 2005 – 2015. This is below the District average of 3.42 per cent. Average annual growth of 2.67 per

cent in the post-recessionary period remains below the long-term trend but is on par with the District average of 2.75 per cent.

Saldanha Bay employed 28 per cent (46 330 labourers) of the West Coast District’s labour force in in 2015, and employment grew at a moderate

rate of 1.7 per cent per annum on average since 2005, which was above the overall district employment growth rate of 1.1 per cent per annum.

Employment growth has nevertheless picked up significantly in the post –recessionary period (2010-2015) averaging 2.5 per cent per annum-

this is on par with the district’s employment growth rate of 2.7 per cent per annum over this period. Saldanha Bay has experienced job losses

prior to and during the recession, but these jobs have been recovered and approximately 5 720 (net) additional jobs have been created since

2005 (the majority of which has been created post- 2010).

The majority of the workforce in Saldanha Bay operates within the semi-skilled (32.50 per cent) and low-skilled sector (32.14 per cent). The

semi-skilled sector was the only sector to experience a contraction in employment over the long term (-0.1 per cent per annum over the period

2005 – 2015). Low-skilled employment remained fairly stagnant over the long term, whilst skilled employment (which makes up 13.35 per cent

of the municipality’s workforce) grew at a moderate rate of 1.9 per cent per annum since 2005. The informal sector (which employs 22.0 per

cent of the municipality’s workforce) experienced robust growth of 7.8 per cent per annum over the past decade.

SMALL, MICRO AND MEDIUM ENTERPRISES

The informal sector is commonly understood to refer to the unregulated, non-formal portion of the market economy. Statistics SA (2015) uses

an employment-based definition for the sector, defining it broadly as comprising of employees working in establishments employing less than five

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employees who do not pay income tax, as well as own-account workers whose businesses are not registered for either income tax or value-

added tax (EPIC, 2015).

A large number of people are working in and living off the informal economy, which makes it an important factor in considerations in reducing

poverty and inequality. In reality the informal economy exists both together and co-dependently with the formal economy. Little is known with

regards to the entire spectrum of informal activities. This is problematic for appropriate decision making, without knowing the range of informal

economy enterprises cannot develop estimates of the scale of the sector, which in turn potentially belittles its importance and contribution to

overall levels of employment and GDP (Petersen, 2015).

The following trading areas was constructed over the last few years to give effect to the formalisation/commercialisation of the informal trading

sector:

Town Ward

Number

of units

erected

Year

completed Type of trading activities

Vredenburg (Ongegund) 9 7 2012 Internet Café ; 3*Food; 2* Salon; Car wash

Vredenburg (Wesbank) 10 6 2015 Food; Internet Café; Tuck Shop; Shoe Repairs; Retail Shop; Hair &

Cosmetics and liquid Detergents sales

Saldanha (Middelpos) 1 3 2016 Food; Internet Café; Car wash

Saldanha (Town) Units 1-4 3 4 2011 Food; Hair and Cosmetics; Clothing; Traditional Food

Saldanha (Town) Units 5-14 3 10 2012 Barber Shop; Traditional Clothing; Shoe Repair; Food; Rasta

Clothing & Garments; Cakes and party decorations; 2*Fruit &

Vegetables; Hair Extensions; Clothing

Saldanha (Stalls) 3 20 2014 Retail

Diazville 4 2 2012 Closed due to vandalism

Langebaan (Stalls) 6 18 2012 Retail and Arts & Craft

St Helena Bay 12 3 2012 Electrical Appliance Repairs; Food; Clothing & Rasta garments

The provision of adequate basic services infrastructure will enhance the access to economic opportunities for entreperneurs and the

establishment of qualitative conditions contributing to the area GDP.

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In Saldanha Bay, the primary

sector contributed 12.4 per

cent to the GDPR of the area,

compared to 21.4 per cent of

the WCD in 2015. The

secondary sector contributed

27.3 per cent to the GDPR of

the area, compared to 26.4 per

cent in the WCD in 2015;

while the tertiary sector

contributed 60.4 per cent to

Saldanha Bay compared to 52.1

per cent in the District. This

indicates that the secondary

and tertiary sector is stronger

in the Saldanha Bay compared to the WCD.

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INDUSTRIAL DEVELOPMENT ZONE (IDZ)

Two major economic development initiatives being undertaken in South Africa are Industrial Development Zones (IDZs) and Special Economic

Zones (SEZs). An IDZ is a purpose built, industrial estate linked to an international air or sea port, which might contain one or multiple Customs

Controlled Areas tailored for manufacturing and storage of goods to boost beneficiation, investment, economic growth and, most importantly,

the development of skills and employment in these regions. IDZs are intended to promote the competitiveness of the manufacturing sector and

to encourage beneficiation of locally available resources. The support could either be a turn-about strategy to attract investment or be a national

programme for economic development to increase exports and competitiveness of South African products (SARS, 2016). The key objectives of

the IDZ programme include the following:

Attract foreign direct investment;

Attract advanced foreign production and technology methods in order to gain experience in global manufacturing and production networks;

Develop linkages between domestic and zone-based industries; and

12.2

6.3

5.5

1.2

17.9

11.4

20.7

0.2

8.7

16.1

0 5 10 15 20 25

Agriculture, forestry and fishing

Community, social and personsal services

Construction

Electricity, gas and water

Finance, insurance, real estate and business…

General government

Manufacturing

Mining and quarrying

Transport, storage and communication

Wholesale and retail trade, catering and…

Total

Total

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Provide world-class industrial infrastructure.

The SEZ Policy provides a clear framework for the development, operations and management of SEZs, including addressing challenges of the

current IDZ Programme. SEZs may be sector-specific or multi-product and the following categories of SEZs have been defined as per the SEZ

Act No. 16 of 2014 (Department of Trade and Industry, 2016):

"Industrial Development Zone" means a purpose built industrial estate that leverages domestic and foreign fixed direct investment in value-

added and export-oriented manufacturing industries and services;

"Free Port" means a duty free area adjacent to a port of entry where imported goods may be unloaded for value-adding activities within the

SEZ for storage, repackaging or processing, subject to customs import procedures;

"Free Trade Zone" means a duty free area offering storage and distribution facilities for value-adding activities within the SEZ for subsequent

export; and

"Sector Development Zone" means a zone focused on the development of a specific sector or industry through the facilitation of general or

specific industrial infrastructure, incentives, technical and business services primarily for the export market.

Under the SEZ programme of the national Department of Trade and Industry (DTI), IDZs is a type of SEZ, with its focus being on industrial

economic sectors. SEZs are areas designated to attract investment by promoting targeted economic activities, providing enabling infrastructure and a platform for the ease of doing business, with the objective of catalysing economic growth and sustainable job creation in line with the

socio-economic development plans and policies of the South African Government. The recently promulgated SEZ Act, Act 16 of 2014, further

enables SEZ operators to offer a suite of fiscal incentives to investors and continues to offer zone investors a special customs regime, such as a

free trade zone or Freeport.

The Saldanha Bay IDZ (SBIDZ) is located within the Saldanha Bay Municipality. It extends from the Port area in the south up to Regional Route

45 (R45) to the north, and includes land both east and west of the Sishen-Saldanha rail line which runs through the central part of the area in a

north-south direction. It is the area around the present industrial area, i.e. around ArcelorMittal South Africa (Saldanha Works), Duferco Steel

Processing (Pty) Ltd (Duferco), Tronox (Sands Smelter) and other industries.

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The Saldanha Bay Industrial Development Zone (SDIDZ) was officially launched by President Jacob Zuma on 31 October

2013 with its main goal to “… Promote sustainable economic growth and job creation in the sectors of Upstream Oil & Gas services,

and Marine Manufacturing & Services by developing a port-linked industrial Freeport in Saldanha Bay…”.

“South African policies for economic growth & development recognise that responding to

challenging global and domestic economic conditions demand a focus on new sources of

competitiveness that lie in innovation and productivity, with an entrenched base in skills,

infrastructure and efficient, responsive state action” SEZ Act No.16 of 2014.

SEZs are therefore:

Specially-demarcated geographic areas;

Offering incentives and an ease of doing business;

In targeted economic sectors;

And in SA, for the purposes of economic development and job creation; and

And in our case, for the purposes of local impact across the 7 towns of Saldanha

Bay.

The designation of the SBIDZ entail the:

Total land area of ±330ha designated across IDC- & TNPA-owned land.

Various land transactions underway with IDC & TNPA.

Only IDZ with a sector-specific focus: Upstream Oil & Gas and Marine Manufacturing & Services.

Storage, Fabrication, Offices, R&D & Technology

Facilities

Facility for Marine Repair & Maintenance &

Logistics Storage, Fabrication & Offices

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Only IDZ currently designated across a Port.

Will operate the zone as a contiguous Freeport.

The development of the SBIDZ is likely to boost the oil and gas sector, which could give rise to linkages with the more buoyant Swartland and

Bergrivier manufacturing sectors, the greater West Coast District, Province and National sectors in turn, stimulating supporting services activity

as well.

Whilst care is taken on the economic growth and development with the potential employment opportunities, the SBIDZ licencing company

through its mandate and intergovernmental relations engaged to set the scene for the projected developments.

Inclusive working streams was formed with key stakeholders to design, develop, compile and refine amicable agreements for steadfast

implementation: The SBM Council resolved through resolution R28/11-16 dated 6 December 2016 to adopt the following agreements for

implementation with effect from 1 January 2017:

Heads of Agreement.

Services Infrastructure.

Ease of Doing Business. Financial Arrangement.

SOCIAL INNOVATION HELIX

Saldanha Bay Municipality (SBM) and Stellenbosch University (SU) entered into a Memorandum of Understanding (MoU) in September 2014 with

the objective to work together towards finding knowledge solutions that could lead to a better life for the inhabitants of Saldanha Bay Municipality

and work jointly so that the Municipality can meet its responsibility to address the challenges it faces.

Subsequently, and within the framework of the above MoU, SBM in partnership with the Western Cape Government and Stellenbosch Good

Governance Forum (SGGF) of the Stellenbosch University’s School of Public Leadership, is collaborating on the design and implementation of an

innovation ecosystem as the Saldanha Bay Innovation Helix Social Lab, focused on inclusive development of citizens. This programme is jointly

funded by the Western Cape Government through the Provincial Treasury and Saldanha Bay Municipality.

The project is aimed at delivering local based sustainable, scalable and replicable programmes and projects, with the following objectives:

To create and grow public value in the Saldanha Bay community;

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To facilitate the innovation for economic development through the growth and unlocking of value in the community of Saldanha Bay through

learning projects; and

To establish learning partnerships between Saldanha Bay Municipality, Stellenbosch University, civil society and business.

In South Africa, the informal economy forms a key component of strategies to address unemployment and poverty and to support the creation

of sustainable livelihoods. It is an integral part of individual survival strategies of the poor, functioning as buffer between employment and

unemployment. However, municipalities face various challenges in developing and implementing policies that create an enabling environment for

the sector. In fact, the majority of South African municipalities, for various reasons, fail in providing Local Enterprise Development (LED)-friendly

and more developmental and inclusive informal economy policies and by-laws.

Linking to the above, a favourable development in terms of social development in this region is the Memorandum of Understanding (MOU) that

SBM signed which include the School of Public Leadership (SPL) of the University of Stellenbosch, Stellenbosch Good Governance Forum and

the Western Cape Government. This MOU lead to the implementation of an Innovation Ecosystem as the Saldanha Bay Innovation Helix Social

Lab (promulgated in the Government Gazette on the 20th of March 2015). The purpose of this project is to establish a knowledge base that will

enable SBM to implement programs and projects based on a social scientific foundation to ensure best practice in innovative inclusive

development of communities and citizens. In terms of output it is envisage that the Innovation Ecosystem will deliver local based sustainable, scalable and replicable programs and projects. The key inputs are to ensure:

Stakeholder mapping of the community;

Geo-demographic mapping of the social and economic profile of the community;

Grassroots millennium Goal 50 Poverty and prosperity indicators mapping;

Research of core social and economic core problems, needs and root causes;

Determining of development, economic and market opportunities;

Design of bespoke solutions and enterprise development focused on inclusive development;

Design, initiation and implementation of programs and projects focused on innovative and sustainable economic enterprise development;

Creating a support and management system for the establishment of sustainable community and social enterprise development.

From this Innovation Ecosystem and its operations during 2015 and 2016 a number of social projects emerged such as the Fibre to the House

Project (FttH) and U2E (Unemployment to Entrepreneurship). The FttH project will open up economic opportunities associated with information

technology whilst U2E will concentrate on establishing Social Enterprises for the unemployed via sustainable projects such as urban agriculture

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(gardens), using the web and apps to link unemployed people with potential employers and skills development of unemployed people to increase

entrepreneurs in the region.

BROADBAND

As broadband penetration is an official Western Cape Government (WCG) Game Changer, the Province has a broadband vision that by 2030,

every citizen in every town and village will have access to affordable high speed broadband infrastructure and services, will have the necessary

skills to be able to effectively utilise this infrastructure and is actively using broadband in their day to day lives.

Striving towards this vision, the WCG aims to by 2020 improve business competiveness and the livelihoods of citizens through various broadband

initiatives. This 2020 objective includes the goal of increasing internet penetration in the Province to 70per cent. The WCG has allocated R1.6

billion towards this Game Changer across the 2016 MTEF.

One such initiative entails the establishment of a Wi-Fi hotspot at a provincial government building (schools, libraries, clinics, community centres

and other public facilities) in each ward of each local municipality across the Province. These hotspots will allow limited access (250Mb per

month) to each user, as well as to allow free of charge access to all gov.za websites.

Although there are currently no WCG Wi-Fi hotspots within the Saldanha Bay region, a hotspot will be installed in all of the Municipality’s 14

wards by 1 March 2018.

With broadband been a key initiative within the Western Cape, the SBM Council resolved on 6 December 2016 through resolution R25/11-16

the roll-out of a pilot fibre to home project with a project purpose “…of to provide high speed, high availability INTERNET connectivity and access to

Systems to a representative group of stakeholders in the SBM area on an experimental and comparative basis…”. Furthermore Fibre to the Home

(FttH) infrastructure and systems will in future deliver sustainable, scalable and replicable local programs and projects that will directly support

the access mobility game changer obsession to stimulate economic growth and development. In addition, the intention as per the business scope

is also to “…Develop, publish and review the business model and financial model implementing broadband as a municipal service…”

For the purpose of the IDP, SBM must acknowledge that social development is inter linked with economic development.

6.2.2 SOCIAL CLUSTER

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6.2.2.1 Social Development

The 1995 World Summit for Social Development identified the three core social development issues as poverty, employment and social

integration. The White Paper for Social Welfare (1997) cites the definition of Midgely that describes social development as “a process of planned

social change designed to promote people’s welfare in conjunction with a comprehensive process of economic development”. This White Paper itself

defines social development as an outcome that “brings about sustained improvement in the well-being of the individual, family, community and society

at large”. The Department of Welfare also provide indicators for social progress that includes reduction or eradication of poverty, inequality

and conditions of underdevelopment. According to Ndlela (2011) poverty is defined as more than a lack of income. Poverty exist when an

individual or household’s access to income, jobs and / or infrastructure is inadequate or sufficiently unequal to prohibit full access to opportunities

in society. Compounding these factors is that the social developmental needs differs within a range of one to two kilometres from a formal

housing area, to an informal housing settlement, so a “once size fits all” approach is not applicable and practical. Social development and upgrading

must therefore be planned according to the diverse needs of the diverse communities to achieve (or try to) achieve a common planning

framework for development.

According to Van Donk et al (2011) the heart of the SA local government system is its development ambition, captured as follows in the 1998

White Paper on Local Government (LG): “Developmental LG is LG working committed to working with citizens and groups within the community to find

sustainable ways to meet their social, economic, and material needs and improve quality of their life”. Schmidt (2011) informs that this White Paper

provides very broad and general guidance regarding what is meant by maximising social development and economic growth and refers to aspects

such as job creation, effective and simple affirmative procurement and speedy approval processes. Unpacking the concept “social development”

it must be noted that social development is not exclusively a Local Government competency, and welfare support in particular is performed

through the national and provincial social development departments. The United Nations Department for Economic and Social Affairs (2001)

says that “social development … includes in particular the objectives of provision of economic opportunities for all and reduction of poverty.... It refers to the

well-being of individuals and the harmonious functioning of societies”. Section 153 of Constitution of SA (1996) stipulates that a municipality must

structure its administration and budgeting to give priority to the basic needs of the community and to promote the social and economic

development of the community. This is supplemented by section 6 of the Municipal Systems Act (2000) that obliges municipalities to be responsive

to the needs of the local community, and gives municipalities the right to design programs that will achieve this. In addition, municipalities can

provide services, including providing childcare facilities, facilitate primary interventions, such as referrals and crisis interventions, facilitating

economic development; creating enabling environment for employment and income opportunities; setting up leadership and development

programmes; and establishing inter-sectorial and multi-disciplinary forums and action committees.

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Barriers to social development in LG (excluding fiscal) are according to Ndlela (2011) the following:

A problem with how social development has been defined in municipalities – it has been extremely narrow and restricted to only

institutionally marginal and low-budget welfare support activities such as libraries, sports and recreation, and early childhood development. Where a basic serviced-based interpretation of social development does exist, it is typically given expression only in indigence;

Social development is performed as a function of a specialised department, and the interaction amongst the departments is often weak;

Lack of indigence exit strategies and the linkage to programmes such as EPWP or economic development policies.

Lack of understanding that social development and economic development are interrelated. Municipalities often interpret economic

development narrowly, reducing it to small unsustainable projects that have no impact on poverty.

It is the view of Ndlela that for social progress to occur, service delivery has to be informed by a social development agenda and that LG should

be constantly aware of their impact on social development. On the objectives of upgrading of communities, the World Bank (WB – 1991, 2000)

considers poverty alleviation as the primary objective of upgrading. Another core issue highlighted is that of vulnerability. Many believe that the

objective of upgrading should be to reduce the vulnerability of those living in these disadvantage areas.

A key role player in this function is the Provincial Department of Social Development (DSD), which have the following strategic goals

Create opportunities for growth and jobs

Improve education/opportunities for youth development

Increase wellness, safety and tackle social ills (substance abuse)

Enable a resilient, sustainable, quality and inclusive living environment

DSD also provides the following services in the SBM area:

A welfare service to the poor and vulnerable in partnership with stakeholders and civil society organizations as well as;

A community Development service by providing sustainable development programs, which facilitate empowerment of communities

These services include child and family protection, ECD, substance abuse, youth development, development planning, disability assistance, crime

prevention, elderly care and homes for the elderly. A good intergovernmental relationship exists with DSD and meetings are held on a quarterly

basis to coordinate and plan activities.

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Moving towards institutional arrangements for social development in SBM, Ndlela (2011) are of the view that municipalities must realise that the

interpretation of its social development role has to extend beyond operating libraries, community halls, early childhood development facilities,

sport and recreation facilities, museums and a few poverty programmes the activities of which go unmeasured. Social development programmes

should not be ad-hoc and uncoordinated, even if they are meant to complement national or provincial programmes.

The following priority areas are attended to by the Provincial Department of Social Development (DSD):

SUBSTANCE ABUSE

The Local Drug Action Committee was launched by Saldanha Bay Municipality. DSD and SBM should work on a strategic plan for this important

forum to ensure the efficient functioning of the forum. Substance Abuse Support groups exist in Saldanha Bay Office of the Department of Social

Development as well as at Sea Harvest. The programmes are facilitated by social workers who were trained in the Matrix Model for Substance

Abuse. The programme is supported by SBM and WCDM. The registration of El-Petra by DSD Provincial (unregistered treatment centre) is in

process. The Matrix programme will be rolled out by DSD West Coast in Hopefield. The need for services was identified by Elandsfontein Mining

Company. The program is supported by SBM.

EARLY CHILDHOOD DEVELOPMENT AND AFTER SCHOOL CARE

An Early Childhood Development (ECD) Forum exists in the Saldanha Bay Municipal Area. Department of Social Development is leading the

forum with the support of SBM & WCDM and forum members. DSD, SBM and the West Coast District Municipality work as a collective in

terms of the registration of unregistered Partial Care Facilities. There are 36 unregistered Partial Care Facilities in the SBM area which needs

urgent attention. DSD, SBM, WCDM, Grassroots Educare Trust, Early Learning Resource Unit (ELRU), ECD Forum work closely on the

registration process.

ELRU (Early Learning Resource Unit) established an ECD stakeholders forum to streamline ECD Services in the SBM area. Out-of-Centre ECD

programmes should be expanded in the whole SBM area e.g. playgroups seeing that there are still too many children who are not exposed to

any form of stimulation. Partial Care Facilities (crèches & daycare centres) cannot accommodate all children. Expansion of After School Care is

a need and that requires integrated planning. St Helena Bay should be prioritized to build a formal partial care facility (crèche) seeing that

there are little ECD provision to Xhosa speaking children hence there are a lot of unregistered facilities where those are accommodated. SBM

received an application for land from an ECD practitioner who wants to establish a centre in Laingville. SBM to look into that application.

After School Care should be prioritized in the SBM area.

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CARE AND SUPPORT SERVICES TO FAMILIES

SBM & WCDM support DSD in the execution of programmes that aims to strengthen families. There is a need to work with parents in order

to minimize risk factors that makes children vulnerable. Deliberate neglect of children, lack of parental skills and parental responsibilities (with

substance abuse as the main cause) is prevalent especially in the Saldanha Bay area (Diazville, White City, Hopland 1&2, Middelpos). Such

programmes includes Men-Care programmes, Teen parent programmes, parenting skills programmes. In Middelpos the issue of Ukuthwala was

addressed.

OLDER PERSONS

The registration of a private facility (Olive Grace in van Riebeeck Street Saldanha Bay) is in process by Provincial DSD. Another unregistered

private facility was discovered in Church Street Saldanha Bay. DSD made contact with them. The process of finding a service provider to take

over De Gewels Residential Facility in Hopefield, is not finalized. DSD, SBM, WCDM should relook the functioning of the West Coast Older

Persons Forum.

DISABILITY

The West Coast Disability Forum exists and is funded by the Provincial Department of Social Development. DSD West Coast, SBM, WCDM

supports the WCDF. There is a need for Respite Care for parents or caregivers of persons with disabilities. Access to inclusive education.

Support to Onikwa Special Daycare Centre in Groenvlei Street, Diazville, Saldanha Bay. The facility provides crucial services to children with

disabilities.

CHILD CARE & PROTECTION SERVICES

Many children in Saldanha Bay remain in alternative care because they were put at risk by their primary care givers due to substance abuse (in

most cases). Between 200 and 300 children in Saldanha Bay alone are children who were found in need of care and protection by a presiding

officer (magistrate) and placed in foster care. SBM and WCDM support the programmes of the Department of Social Development to ensure

a safety net for those children as well as to work towards family re-unification.

There is a foster parent in Spinner Str Hopland 1 Saldanha Bay who should be prioritized by DSD & SBM in order to ensure better living

conditions for six foster children. We should look into the condition of the house. The Child Protection Committee will be revived in

February 2016 and is supported by SBM and WCDM. This committee focus on Children’s Act related matters and create a platform for

significant stakeholders to work together to protect our children. Material Support to safety parents is critical in many cases where children are

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removed from their primary caregivers and placed in alternative care. DSD Provincial funds a service to provider (Agape) to provide a “kit” to

the safety parent when a child is being removed. DSD also pay a safety fee to the safety parent which in many cases is not enough to fulfil the

needs of the child at risk. According to the Children’s Act 38/2005 a child who is placed in temporary safe care can remain in that care for 90

days and then the case should be finalized and presented by a social worker in a court of law. The Municipality can play a critical role in providing

specific material support.

SALDANHA INTEGRATED PROJECT

The program was initiated by DSD West Coast and relevant stakeholders based on challenges identified in Saldanha Bay. A special project was

identified that will focus on at risk youth who dropped out of school as well as their families. The programme is supported by SBM and significant

stakeholders.

THUSONG CENTRES

The thusong centre in Hopefield serves as a service point for the Department of Social Development for the rendering of social welfare services.

The social worker has an office at the thusong centre. The thusong centre staff are involved in the integrated planning and execution of

programmes in Hopefield e.g. parenting programmes, substance abuse programmes. The Matrix programme for substance abuse will be executed

by DSD at the Thusong Centre in Hopefield. The social worker will render the service from the Thusong Centre. It is recommended that

provision being made for another office as well as an activity room/ conference room where the social worker can conduct group work sessions.

6.2.2.2 Health

Healthcare in the municipal area is dealt with by the District Municipality, Provincial Government and National Government. The District

Municipality is responsible for health enforcement actions through health inspectors. The Provincial Department of Health is responsible for

clinics and the State Department for hospitals.

State health facilities in Saldanha Bay consist of the Vredenburg District Hospital and Primary Healthcare Clinics.

The Vredenburg Hospital services all the communities in the Saldanha Bay Municipality as well as part of Bergrivier Municipality. The Yzerfontein

– Darling crossing on R27 is the southern-most border of geographical service area. The hospital currently provides the complete package of

services as required of a District (Level 1) hospital. A 24-hour Emergency Centre is supported by a General Adult ward, Maternity ward, Pediatric

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ward and operating Theatre. The hospital also provides a complete Outpatient Dept with Radiology, Pharmacy and auxiliary health-related

services, etc. The major challenge at present is the rapid increase in the demand for health services. Over the past 2-3 years the number of

hospital admissions has often exceeded the number of beds available. This overflow has been predominantly caused by the many psychiatric cases

(substance abuse psychosis - “tik” epidemic). The second major cause of bed-shortages is the HIV+AIDS load, usually combined with TB. The

number of visits to the Emergency Centre has also rapidly increased in recent years. The main burden in this instance is interpersonal injuries

and exceptionally high incidence of motor-vehicle accidents (in both cases alcohol-related, weekend peaks).

The Primary Healthcare platform in SBM consists of 8 fixed Clinics (open 5 days per week) plus 2 satellite clinics (open 2-3 days per week). Latest

statistics show a steady increase in the number of clinic visits at all facilities. The major growth in headcounts has been in Diazville, Laingville and

Hanna Coetzee clinics. Population growth has resulted in relative staff shortages at the bigger clinics but monitoring and evaluation indices have

been satisfactory at all sites. Infrastructure upgrade has been done at Langebaan, Saldanha and Louwville clinics. Further extensions will begin

shortly at Laingville clinic. Plans for a Community Day Centre (CDC) in Vredenburg is nearing completion. This facility represents an augmentation

of the current service platform. Certain hospital functions will shift to the CDC. The scope of services will include full-time doctors as well allied

health practitioners such as Physiotherapy, Occupational therapy, Oral health, Clinical Psychologist and Dietitian services. Radiography and

Pharmacy services will also be available at the CDC. All health programmes e.g. Maternal, Child and Women’s Health; HIV/AIDS, STI and TB;

Chronic Disease management etc. will be coordinated at CDC.

Ongoing infrastructure development at Vredenburg Hospital includes new theatres, laboratory, kitchen as well as Support Services e.g. laundry,

workshop, stores and Office block. Commissioning of the completed section will take place in January 2017. Final completion of the whole project

is estimated to be around late 2018. The Department of Health Western Cape believes that bed numbers at Vredenburg Hospital will have to

increase to 160 in the medium term (as opposed to 81 beds at present time).

6.2.2.3 Education

The SBM area has a total of 25 schools with a total learner number of 19 199. The schools are categorised as 13 Primary Schools; 4 High Schools;

1 Combined Schools; 5 Intermediate (Gr R – 9) Schools; 1 Special school & 1 School of Skills

The following infrastructure developments are envisaged for the Saldanha Bay Municipal area.

MIDDELPOS PRIMARY SCHOOL

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The Middelpos Primary in Saldanha Bay opened in January 2017. The school currently caters for Gr R – 3. The newly established school started

off with a total of 373 learners. For the medium term a Gr 4 intake is planned for the 2018 academic year and in the long term up to Grade 7.

ST HELENA BAY HIGH SCHOOL

Currently the St Helena Bay and Steenberg’s Cove learners are transported to high schools in Vredenburg. For the medium term a submission

for the establishment of a new High school for St Helena Bay was approved. The site is currently being identified. For the long term a new high

school is planned that will service the St Helena Bay community and its immediate surrounds to provide relief on the Vredenburg High schools.

In order to ensure that all schools benefit over the next three years, (despite budget cuts) every institution has been categorised as either a

Universal, Enhanced or Model school. The definition of the different categories of schools that will benefit is provided below:

Universal schools: will have basic access to the internet through a Computer Lab or an ICT suite. In these schools, government will provide

teachers and learners with access to digital resources through WAN via LABs and central WI-fi Access Points, leveraging pathway to broadband.

Enhanced schools: Those schools which already have, or which will be receiving a Local Area Network (LAN) over the period, will progress to

the Enhanced school category. The LAN connects every Instruction Room in the school to the Wide Area Network, and allows wireless access

in the classroom to this facility. In order to take advantage of this access, a technology roll-out will maximise teacher technology in order to

introduce and develop eLearning concepts. Because access is available throughout the schools, there are further opportunities to expand direct

access to learners through a Bring Your Own Device model.

Model Schools: Over the three year period, a small number of Model schools will implement a full eLearning environment, integrating eLearning

into their practice, building an eCulture and developing leaders in the field. Their experience and expertise will significantly contribute to the

development of a Professional Learning Community to support and drive eLearning throughout the Province.

The department has identified the following schools in the Saldahna Bay Municipal area.

2 x Model Schools (one Primary and one Secondary school): Diazville Primary and Diazville High School

2 x Enhanced Schools (one Primary and one Secondary school): Masipathisane Primary; Weston secondary;

12 x Universal Service Obligation Project Schools: Eden Primary school; HP Williams Primary school; Julie Hayes Primary school; Langebaan

Primary school; Saldanha LS; Steenberg’s Cove Primary school

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The District Improvement Plan mainly focusses on the following:

The improvement of underperforming primary and high schools.

After school programme

Preparing future leaders

E-learning

An infrastructure plan that includes hostel development

The Gr 12 results and learner performance at Louwville High School is a concern. Interventions are in place as a turnaround strategy. Furthermore

the influx of learners to the Saldanha Bay Municipal area is a growing concern. According to the departmental planning the following new schools

are planned for the Saldanha Bay Municipal area:

Middelpos Primary School – Planned for 2020/21- 2023/24.

St Helena Bay High School – 2020/21-2023/24.

Vredenburg High school – 2022/23 – 2026/27.

6.2.2.4 Community Safety

Community safety is of increasing concern in the municipal area both for the current and future scenario where increased population growth

and economic development is foreseen. Tourism towns such Paternoster and Jacobsbaai have suffered the effects of increasing crime and the lack

of police stations in these towns exacerbates the situation. The municipal area is serviced by the Vredenburg police cluster which comprises of

ten police precincts and includes Hopefield, Langebaan, Saldanha, St Helena Bay and Vredenburg.

The Department of Community Safety also plays an active role in the municipal area and has as its aim the improvement of safety through effective

oversight of policing, making safety everyone’s responsibility and optimising safety and security risk management. The department has several

programmes active within the municipal area, such as the Chrysalis / Wolwe Kloof Development Programme which aims to contribute to youth

development through the promotion of social consciousness, values and attitudes in young people between the ages of 17-22; the provision of

Community Safety Mobile Units which act as a contact point for communities to access basic services such as certification of a document, or a

safe place for victims of violence to wait whilst waiting for SAPS or emergency services to arrive During the period 2015/16; and the Community

Police Forum Training Programme. The Department placed 2 youths from their Youth Work Programme from the Vredenburg police cluster at the Saldanha and St Helena Bay police stations. The monetary value of this was ± R39 000 from a total of R195 000 spent on the programme in

the cluster.

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For their Community Police Forum Training Programme, one capacity building training workshop was held in May 2015 for the Vredenburg police

cluster. The workshop focused on the Roles and Responsibilities of a Community Police Forum (CPF). A total of 43 CPF members from the CPF

attended the training session which was conducted by the Directorate: Community Police Relations.

During 2014/15 the Department of Community Safety placed one safety kiosk in the Vredenburg police cluster. The safety kiosk was placed at

Saldanha Municipality at a cost of R52 000.

During the period 2015/16 and 2016/17, the Department of Community Safety provided 1 youth from Saldanha and 1 from St Helena Bay with

training at the Chrysalis Academy as part of their Chrysalis Youth Training Programme at a cost of ± R37 000.

The Vredenberg police cluster indicated the following safety needs for their area:

Professional policing: Substance abuse is the source and cause of all other crimes; concerns about the SAPS service delivery; and ineffective criminal justice system.

Public spaces: Bushy areas and poor street lighting; pedestrians being targeted by criminals; lack of facilities for the youth and community; and

extended liquor trading hours is of concern.

Partnerships: Lack of training opportunities for the youth; need to develop and support a Community Safety Plan; need for recreational

programmes; unemployment has an effect on the crime in the region; and a Memorandum of Understanding (MOU) between the Department

of Community Safety and the Municipality needed to ensure that commitments are met.

6.2.2.5 Sport, Arts and Culture

The Community & Operational Directorate of the Municipality is mainly involved with the maintenance of sport grounds within the municipal

area, which includes the provision of new or refurbished infrastructure and facilities and sport coordination in terms of sport forums and

development.

A Sport Facilities Audit was conducted in conjunction with DCAS of the Diazville, Hopefield, Laingville, Louwville, Middelpos, Paternoster, Saldanha

and Vredenburg sport grounds:

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The Sport Master Plan for 2015-2020 was adopted by Council in August 2015, which provides a broad overview of the strategies, programs and

projects which can be implemented to improve the standard of sporting activities within the municipal area. Council further recommended that

the pipeline for this master plan be drafted by an identified committee.

A follow-up report was tabled to Council during October 2016 to further consider prioritizing the future development of sport facilities in order

to compile a sport development pipeline to inform future budget submissions. The Sport Master Plan are to be reviewed once all the submissions

through the IDP review process has been completed. The promotion of specific sport codes in the different towns to promote sport tourism

and town related sport codes are to be considered.

Once the sport facilities pipeline is approved by SBM inclusive of new strategies and project priorities, budget provision will have to be made in

terms of the laid down budget processes to implement the project plan. The Provincial Department of Cultural Affairs and Sport (DCAS) also

has a number of projects within the municipal area:

Name of Project

Location of Project within

the Municipality

Duration of

project

Project Value

(Capital/operational)

Arts and Culture:

• Music Development and Promotion.

• Drama Development and Promotion

Vredenburg

Saldanha Bay

Saldanha Bay

2016/17

2017/18

2017/18

R71 000 (provincial budget)

Arts and Culture:

Annual funding to support arts and culture

organisations

West Coast Youth

Orchestra

2016/2017 R 60 000

Archives Services:

• Records Management and registry courses:

• 1x Inspection conducted

• 1x Electronic Records Management

• 2x Records management course and

• 1 x Registry clerks courses

CT/municipality 2016/17 N/A

Arts and Culture:

Initiation Programme

District 2016/17 R 252 000 (provincial budget)

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Name of Project


the Municipality

Duration of

project

Project Value


Training, Catering and Transport

Library Services:

Conditional Grant and MRF

Saldanha 2016/17 CG: R6 268 000

Museum, Heritage & Geographical Names Services:

• Support to affiliated museums

Processed 29 applications to HWC

SA Fisheries Museum 2016/17 R75 052

Sport: Major Events:

Support provided to

• Netball Western Cape Championships

• MEB Race

Grand Master Nationals

Saldanha 2016/2017 R 30 000

R15 000

R30 000

Sport Promotion:

Club Development Programme

Saldanha Bay

24 Clubs in various sporting

codes are benefiting from

support such as capacity

building, financial assistance

for transport

2016/2017

Sport Promotion:

Sports Academy

Municipality Ongoing R1m

Sport Development

MOD Programme

Recreation Events

Diazville PS and HS

Masiphtisane PS

Vredenburg

Ongoing R 106 744 per annum per

venue

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Name of Project


the Municipality

Duration of

project

Project Value


• Big Walk Indigenous Games

Vredenburg

6.2.3 BUILT ENVIRONMENT CLUSTER

6.2.3.1 The Regional Socio-Economic Program

The Regional Socio-Economic Programme (RSEP) is an intergovernmental programme run in the Western Cape. The Programme comprises of a

variety of projects driven by different role players, including municipalities, Provincial Departments and communities. The Programme is currently

being implemented in six municipalities in the Western Cape of which SBM is one.

The programme purpose is to improve quality of life through urban, social and spatial upgrading and build safe and sustainable neighborhoods. In

Saldanha Bay municipality the current selected town is Vredenburg and its focus areas (marginalised areas) were identified as: Louwville, Ongegund

and Witteklip. In addition, an area close to the CBD and known as Wesbank, has also been included as a through-fare of pedestrians to and from

residential areas to shops and services in the CBD. The following projects have been approved for implementation in the Vredenburg focus area:

Upgrading and landscaping of the pedestrian corridor at the Wesbank Gateway,

Wesbank: LED facilities, lighting, recycling facilities, live-work units and an Active Box.

Restoration of the old Vredenburg Station building.

Development of LED units and a commercial hub in Witteklip.

Development of LED units and a commercial hub in Ongegund (George Kerridge).

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Development of a Splash Park in Kooitjies Kloof Road.

Development of splash parks at other locations, still to be finalised.

In addition, a research project was also undertaken, namely the Vredenburg Pedestrian Survey. The pedestrian survey was a collaborative effort

between the RSEP Project Office and the Saldanha Bay Municipality along with students from the local West Coast FET College. The outcome of

the survey noted that many pedestrians could not afford the taxi fees and walked long distances to places of employment, shops, government

services and schools.

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Currently, all projects are under way and it is expected that the projects will be completed by November 2018. Subsequent to Vredenburg, the

Saldanha town was selected by the municipality for the further roll out of the RSEP Programme. Its focus area (marginalised areas) were identified

as Diazville, White City and Middelpos. Cabinet’s approval for the further roll-out to Saldanha town must still be obtained (expected before

February 2017). It was decided to divide the involvement of the RSEP Programme Office in Saldanha town into three possible categories, namely:

Research Projects

Support Projects

Possible Projects for Implementation

The research projects performed by the RSEP Programme Office with the assistance of Saldanha Bay Municipality provides guidance with possible

projects that can be implemented. The following research projects were undertaken:

MIDDELPOS LAND USE SURVEY

It was realised that in order to improve the dire socio-economic circumstances in Middelpos informal settlement, it would be necessary to expand

on the existing Local Economic Development project within Middelpos. The Project Office decided to undertake a land use survey within the

informal settlement and also identify and map the number of informal trading shops in the informal settlement in order to establish the feasibility of such a proposal. The research was completed and submitted to the municipality with a recommendation.

DIAZVILLE SCHOOL TAXI COUNT:

The Diazville Taxi Count in Vraagom Street was undertaken by the RSEP Project Office in order to identify the need and feasibility of providing

embayment’s along Vraagom Street as suggested by the municipality. The traffic count survey was undertaken by counting the number of taxi’s

and busses that pick up and drop off children in order to identify whether there is a need and if, the location of such embayment’s.

PROPOSED ALTERNATIVE TAXI ROUTE FOR DIAZVILLE

The Saldanha Bay Municipality requested the RSEP Project Office to assist with an investigation regarding an undesirable taxi route moving

through the residential neighborhood of Diazville. The RSEP Project Office researched the matter and proposed a safer vehicular access for local

taxis into the Diazville neighbourhood. An alternative taxi route and an additional access (four way stop) into Diazville were proposed.

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SALDANHA PEDESTRIAN SURVEY

The Saldanha Pedestrian Survey will count the number of pedestrians using certain pedestrian routes (the pedestrian desire lines) from the

marginalised areas to the CBD and places of employment (e.g. the CBD and harbour) to justify and identify the feasibility of developing safe

pedestrian pathways. This study will be undertaken after the Saldanha Navy Base wall (on its outer boundaries) is completed. It is currently under

construction.

With regard to RSEP committed funding it should be noted that typically the total project cost exceeds the amount available through RSEP funding. Counter funding by the municipality and funding provided by other Stakeholders and the private sector make up the difference. For

example, within the Vredenburg town, the Afrimat mining company provided the funds required for the development of Local Economic

Development (LED) units within the Wesbank Gateway Area.

Currently R17, 5 million is committed as RSEP funding for Saldanha Bay Municipality for the projects identified in Vredenburg. The funding will be

made available over a three-year period ending during the 2017/18 financial year. The additional town of Saldanha currently has no committed

RSEP funding. There is, however, an approximate amount of R3 million that could be earmarked which would be transferred to the municipality

over a three year period.

6.2.3.2 Vredenburg Urban Revitalisation

The municipality intends to develop an integrated, mixed use development as a spatial reform initiative in Vredenburg. The proposed development is located in Vredenburg town centre and focuses on 32 Hectares of land at the centre of the town, bound to the north by Main Road, the west

by Saldanha Bay Road, the south partially by Kooitjieskloof Road and the East by Erica Street. The precinct therefore enjoys excellent accessibility.

The land assembly consists of a group of land parcels that are in both public and private possession.

The existing study area is predominantly vacant and is located in such a manner that it separates previously disadvantaged neighbourhoods such

as Louwville from the Vredenburg town centre. The development will provide a key opportunity to assist in integrating the Louwville

neighbourhood back into the town centre. The development will have the following benefits:

Pedestrian access between Louwville and Vredenburg town centre will be drastically improved through a network of integrated pedestrian-

focused public streets and safe, publicly-accessible open spaces.

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The development will include facilities such as a health clinic, school, day-care and a religious facility in the development which can be of

benefit to and be used by the surrounding communities in Vredenburg.

This development will be a catalyst for future developmental growth into Louwville, including potential densification in land uses along main streets; upgrades to public parks, and potential NMT upgrades along Kooitjieskloof Street.

The Joint Planning Initiative for Saldanha Bay Municipality (SBM) in October 2014 identified the Vredenburg Urban Revitalisation Project as a

“Game Changer”. This is supported by the Western Cape Government (WCG), specifically the Department of Transport and Public Works

(DTPW). Department of Human Settlements (DHS) and the Departmental of Environmental Affairs and Developmental Planning (DEADP).

The vision for this land is the creation of a vibrant, accessible neighbourhood incorporating office, retail, community and residential uses. The

project will be carried out, in conjunction with Municipal, Provincial and National Government. The development will be enhanced by a series of

publicly-accessible open spaces and parks, as well as pedestrian-friendly streets and pathways.

The objectives of the project are to undo apartheid spatial planning, integrate different communities, bring government closer to the people,

create jobs and business opportunities and improve the overall aesthetic quality of the town. The need for the project arose from the following:

The demand from national and provincial government departments for additional and suitable office space in a centralised location providing a one-stop service others;

The demand from the municipality to centralise its services which are currently scattered all over Vredenburg, far from most of the

communities they serve;

The demand for housing, especially affordable housing. The SBM’s housing waiting list contained 7 501 people on 31 January 2013 of whom 2948 were seeking GAP housing. The waiting list for Vredenburg alone was 1 966 at 31 January 2013;

The demand for commercial space to be addressed by commercial (office and retail) provision as well as residential provision other than

social or GAP-housing, to fully integrate the development; and

The establishment and development of the Industrial Development Zone in Saldanha Bay created the need to establish certain ancillary

functions and services outside the boundaries of the IDZ due to the high cost of land within the IDZ. This necessitates the optimisation of space for industrial purposes only. Part of the commercial space will be available for offices, training facilities etc. The need for the development

of a hotel was also identified.

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The overarching development intent is however entrenched in the vision of developing a government/civic node where the community will have

access, within walking distance from their residences, to most of the services provided by national and provincial departments as well as the

municipality. The project is based on the nodal concept of intensified development of an area surrounded by a township, a central business district

and a light industrial area. The node is regarded as a regional- as well as a central business district node which also attracts users from outside

Vredenburg. It is also surrounded by high density residential activity.

The project will include the

following key elements:

Future

education

5

6

8

10 10

6

3

4 4

10 13

12

10 10 9

9

1

11

1

12

12

13

13

12

12

1

4

1

5

1

5

2 7 7

7

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1. Government precinct;

2. Commercial nodes interspersed in the development;

3. High density residential nodes;

4. Parks, sport and recreation areas; and

5. Road and associated infrastructure.

The Key proposals include (Refer to Diagram: Vredenburg Urban Renewal Design Proposal)

1. ‘Government Walk’: A slow pedestrian-friendly Public Street

2. A new road link between 6Th Street and Bester Street

3. Municipal offices, a walk-in centre, the new Town Hall and Civic square

4. Provincial offices, a walk-in centre and a Public Square

5. A historic Square surrounding the historic railway station and historic railway shed

6. A mixed Use Precinct (offices, shops, residential)

7. Kooitjieskloof Street gateway: Health Clinic, proposed School and mixed-use retail / residential

8. Lower density residential fringe adjacent to existing Louwville neighbourhood

9. A medium to high density residential core 10. Public greenbelt and urban agriculture

11. Local Park with adjacent day-care centre, community hall and religious facility

The community of Vredenburg, as well as residents of the greater SBM, will benefit tremendously from the project. A number of governmental

services, many currently not available in Vredenburg, will be concentrated within one precinct, increasing accessibility to these services. The

project also offers the opportunity for the integration of the eastern part of Vredenburg with the western part. The mixed land uses proposed

within the development will increase access to commercial opportunities as well as affordable residential opportunities. A number of job

opportunities will be generated by the development during construction as well as during the operational phase. By implementing a policy of

“Saldanha Bay First” during the construction phase, job opportunities can, as far as the skills are available, be reserved for the residents of

Vredenburg.

The Department of Transport and Public Works contributed R35 Million to the municipality to assist with acquisition of private land. The

acquired land will be optimally developed to establish a Shared Services Centre for the Western Cape Government, a school and District Health

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Clinic. The establishment of a Provincial Office Hub and District Clinic will serve as anchor projects that will be instrumental in achieving the

overall vision of developing a vibrant, integrated, mixed use development.

The following are the major project milestones identified at this time. As the project planning moves forward and the schedule is developed,

the milestones and their target completion dates will be modified, adjusted, and finalised as necessary to establish the baseline schedule.

Milestones/Deliverables Target Date Milestones/Deliverables Target Date

Project Feasibility Completed Phase – Design and Build Bulk Services 2017

Project Plan Completed Phase – Roads Design and Construction 2017

Project Kickoff Completed Phase – Design of WCG Precinct 2017

Phase - Purchase and Transfer of Private Land 29/10/2016 Phase – Design of National Precinct 2017

Phase – National Funding and Grant Applications 01/12/2016 Phase – Design of Municipal Precinct 2017

Phase – Human Settlement Grant Application 01/12/2016 Phase – Design of Human Settlement Precinct 2017

Phase – Roads Grant Application 01/12/2016

As a precursor to the main project, the Wesbank Gateway Project is underway which involves the construction of a number of LED trading

units as well as informal trading stalls and general improvements to the area.

6.2.3.3 Human Settlements

The Saldanha Bay Municipality’s Integrated Development Plan (IDP) and Spatial Development Framework (SDF) contain strategies which aim to

eliminate the current housing backlog, to provide housing in appropriate locations and provide housing for all income groups. In this manner,

integrated and sustainable settlements can be created.

The Saldanha Bay Municipality IDP has identified land for housing as one of its key capital and operational priority needs. The provision of houses

is however not enough to ensure a healthy functioning community. The appropriate location and range of housing types play a key role in creating

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a well-connected and spatially, functionally and socially integrated settlement. Subsidised housing constitutes the bulk of this need. However, to

expand the municipality’s revenue base, land for medium and high income housing should also be made available.

By providing a broad range of housing opportunities to its whole community, the Saldanha Bay Municipality strives to create a dignified living

environment for all of its residents. The identification of future housing projects and the development of a 10-year conceptual housing pipeline

in order to ensure sustainable and sustained housing delivery in Saldanha Bay Municipality (SBM) in the short and medium term. The updated

Human Settlements Plan (HSP) will be utilised for the following purposes:

complies with the policies of national legislation and policy frameworks concerned with housing and the Western Cape Human Settlement

Plan;

forms part of and complies with the SDF and the IDP and be integrated with other sectorial plans (i.e. water services, etc.);

co-ordinates and facilitates alignment between provincial and district housing strategies, policies, delivery systems and other related initiatives;

integrates with the West Coast District Municipality HSP;

establishes a medium to long-term (10 year) human settlement delivery plan;

responds to the current and future housing needs, as well as other related challenges faced within the municipal area;

identifies the strategic housing priorities within the municipal area;

inform the need of socio-economic facilities and the desired location of such facilities within the human settlement;

assists with the preparation of Council’s annual budgets for housing and related expenditure;

guides the identification, prioritisation and implementation of housing, land for housing and related projects to inform the IDP process and

planning for the provincial and municipal budgets;

serves as a planning, facilitating and measuring instrument for housing delivery; and

implements strategic plans and implementation programmes.

All of this must be done in a manner that supports the implementation of the National Development Plan, which aims to fight poverty and

inequality, to upgrade all informal settlements on suitable, well located land by 2030 and have more people living closer to their place of work.

The Municipality must address issues relating to inter alia availability of land, services and infrastructure with responsibilities that include the

following:

provide access for the inhabitants of its area of jurisdiction to adequate housing in a progressive manner;

provide a healthy and safe environment;

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provide services in respect of water, sanitation, electricity, roads, stormwater drainage and transport in a manner which is economical

efficient;

set housing delivery goals in respect of its area of jurisdiction;

identify and designate available land for housing development;

create and maintain a public environment conducive to housing development which is financially and socially viable;

resolve conflicts arising during the housing development process;

initiate, plan, co-ordinate, facilitate, promote and enable appropriate housing development in its area of jurisdiction;

provide bulk engineering services. and revenue generating services in so far as such services are not provided by specialist utility suppliers;

and

plan and manage land use and development.

The Saldanha Bay HSP forms the framework within which the Saldanha Bay Municipality will manage and monitor housing delivery at local

government level.

Projected Future Housing Demand (2031), Status Quo Scenario at 4.0% Annual Growth Rate

Area

2011

Population

2011

Households

(Average

household size

in brackets)

Projected

2031

Population

Projected 2031

Households

(Average

household size

in brackets)

Projected

Additional

New

Households

Since 2011

Additional New

Households Since

2011 (Rounded

to nearest 50)

Saldanha 28 135 8 012 (3.5) 61 647 17 613 (3.5) 9 601 9 600

Vredenburg 38 382 11 557 (3.3) 84 100 25 485 (3.3) 13 928 13 950

Hopefield 6 449 1 810 (3.6) 14 131 3 925 (3.6) 2 115 2 100

St Helena Bay 11 527 2 915 (4.0) 25 257 6 314 (4.0) 3 399 3 400

Paternoster 1 971 511 (3.9) 4 319 1 107 (3.9) 596 600

Langebaan 8 294 2 927 (2.8) 18 173 6 490 (2.8) 3 563 3 550

Jacobsbaai 498 192 (2.6) 912 351 (2.6) 159 150

Rural 2 962 902 (3.3) 6 490 1 967 (3.3) 1 065 1 050

Langebaanweg 975 n/a Not part of this study.

Total 99 193 28 826 215 029 63 252 34 426 34 400

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Projected Future Housing Demand (2031), High Case IDZ Only (Direct Jobs) Scenario at 4.8% Annual Growth Rate

Total 99 193 28 826 250 852 73 826 45 000 45 000

Projected Future Housing Demand (2031), High Case Scenario at 6.0% Annual Growth Rate

Total 99 193 28 826 (3.4) 314 736 92 583 63 757 63 750

BACKYARD DWELLERS STRATEGY

It is recognised that backyard dwellings play a significant role in addressing housing need. Backyard dwellings provide an affordable and accessible

alternative form of accommodation/shelter to mainly the poorer sectors of the community or serve as an alternative form of housing where

other forms of housing are not available / accessible.

SBM will implement housing delivery through primarily the IRDP Institutional Housing Subsidy program. It is clear that the housing allocation

process must include allocation of housing opportunities to households that are accommodated in backyard structures.

Based on the above determination of need and the numbers of households accommodated in backyard structures relative to the waiting list the

following is proposed:

Potentially qualifying backyard dwellers must be encouraged to register on the waiting list in order to develop a definitive understanding of the extent of the phenomenon;

Backyard dwellers must be taken into consideration in the allocation of housing opportunities in all IRDP projects;

A pro-rata allocation, relative to the waiting list must be considered in the beneficiary identification process;

Preference should be given to backyard dwellers according to the municipal beneficiary allocation policy e.g. period on the waiting list, age of the beneficiary, health considerations etc.;

Health and safety issues indicate that preference be given to those households accommodated in informal structures. However, where

significant numbers of potential beneficiaries are house in formal structures that are secondary to the primary dwelling these households also

need to be taken into consideration;

Where particular health and safety issues exist within a particular location, the SBM could consider an area specific approach; and

As with all IRDP projects the capacity of municipal bulk infrastructure to accommodate the development of new housing areas remains

relevant.

INFORMAL SETTLEMENT CONTEXT

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Informal settlements present particular challenges and opportunities for municipal planning, land use management, and the provision of public

services and infrastructure. On the one hand, informal settlements show up the inability to come to terms with historical exclusion, urbanisation,

demographic changes and economic realities.

Municipal planning and infrastructure development, public service provision and the housing market have proven inadequate to respond to the

demand for inclusive and affordable residential settlements in well-located areas. The public housing programme has also not been able to meet

the demand; moreover, it has proven to be costly and has often been subject to poor planning decisions. The below is an extract from the

community survey conducted by StatsSA during 2016 on the status of basic services provision in urban and informal settlement areas:

Housing

Formal Traditional Informal Other

Total % Total % Total % Total %

2011 23564 82% 134 1% 4950 17% 187 1%

2016 26592 75% 835 2% 7855 22% 268 1%

Water Sanitation

Access to piped water No access to piped water Flush/chemical toilet Other Toilet

Total % Total % Total % Total %

2011 28660 99% 175 1% 27 766 96% 1 068 4%

2016 32063 90% 3487 10% 30496 86% 5055 14%

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The following needs was identified

through the rapid appraisal of informal

settlement work conducted by the

Western Cape Department of Human

Settlements

In addition, Council previously

resolved that informal settlements

need to be formalised and various

planning and design tasks have

commenced. To this end, the informal

areas in Laingville, George Kerridge and

Middelpos have been identified and

focus areas.

Laingville has subsequently been completed with the installation of

rudimentary services and formalised

erven for each person with basic contracts. The area for George Kerridge underwent a proposed settlement layout plan and environment

authorisation which was subsequently completed. The key factor however, remain funding for the implementation of the proof of concept.

On the other hand, informal settlements show that people are creating their own solutions to address their shelter and livelihoods needs. These

solutions show resilience and agency on the part of the poor, yet are in many respects inadequate to ensure that they live in healthy, dignified

and enabling conditions. It is this resilience and agency that offers municipalities an opportunity to work in partnership with local communities

in uplifting their settlements.

6.2.4 MUNICIPAL SERVICES INFRASTRUCTURE

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6.2.4.1 Bulk Infrastructure

Bulk infrastructure services are strategic assets that must be managed and improved in a sustainable manner. The levels of the provision of bulk

services within an area is a good indication of the area’s level of development and contribute to the sub-regional economy in terms of business

and industrial development.

Adequate and timeous service infrastructure provision is important in supporting the potential growth which is anticipated for the Saldanha Bay

municipal area. Provision must also be made in the future planning of the infrastructure for a significant increase in the rate of population growth.

The revision of the infrastructure management plans must not only provide for the volume of growth, but must also take cognisance of the

specific spatial proposals which are highlighted in the SDF. Furthermore, it is essential that infrastructural services support and enable

development to be undertaken as is proposed in the SDF.

Prior planning should be carried out in order to ensure that the needs of the municipality and community are balanced with what is practically

possible to achieve in line with available human and financial capacity. Therefore, sector planning is important in order to focus on a specific

focus area /service and to guide the municipality in what projects need to be initiated and implemented. The sector plans also need to be aligned

to the IDP in order to ensure that there is holistic planning, integration and alignment with budget processes.

6.2.4.2 Infrastructure and Growth

The municipality compiled the Saldanha Bay Infrastructure and Growth Plan (IGP) due to the increased activities in the municipal area. The

purpose of the plan is to provide an overview of the infrastructure needs of Saldanha Municipality. This overview is placed in a broader context

and economic, developmental and human settlement related factors are considered. The following are the main outcomes envisaged:

The status of infrastructure – listed per town and per service,

A spatial (and economic) perspective of each town to provide context,

A list of all possible major gaps and projects together with estimated cost and funding source

A high level assessment of the financial capacity of the municipality with regards to the funding of capital projects.

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The ultimate goal is to put the municipality in a better position to do 3-10 year budgeting and to ensure that the most critical and beneficial

projects are addressed.

The capacity of a municipality to fund infrastructure projects is determined by (a) the availability of own reserve funds (b) the ability to take up

and service loans, and (c) government grants especially MIG and RBIG. As it is clear that these are limited in extent, it is inevitable that the

municipality will have to prioritise, which it can only do once it possesses a good understanding of all the most prominent infrastructure needs

and risks.

In weighing up the projects against each other, it is also necessary to consider the future income streams that can be generated from each

project, as the expenditure must, as far as possible, unlock economic investment in Saldanha Bay and ensure that the municipality remains on

sound financial footing on the long term.

To ensure a healthy condition of infrastructure, private investment would be required to stimulate income to the municipality. The municipality

should consider the option of allowing private developers to develop municipal owned land and let the private developers contribute to bulk

infrastructure.

Against the background of limited funding, the limited ability to take up loans and a finite extent of MIG funding the municipality must ensure

that it possesses a good understanding of all the most prominent infrastructure needs and risks. The report is thus a structured overview of all

critical gaps and possible expenses related to infrastructure.

The following categories of infrastructure can be identified:

infrastructure necessitated by new developments in town;

major backlogs or overloaded infrastructure;

old or failing infrastructure (end-of-lifecycle).

The following are a number of underlying principles of the approach:

• a town-by-town approach is followed;

• Human Settlement and Town Planning aspects are included;

• a focus on larger and high-impact projects must be retained (to prevent smaller projects cluttering the main issues);

• issues and findings should be represented spatially where appropriate;

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• must have broad understanding of the relative impacts of projects on spatial economy - i.e. the principles of the NDP and GPS must be

applied;

• the document must become a living document that can be owned, work-shopped and updated by the municipality.

Saldanha Bay municipality is a recipient of the Strategic Integrated Project 5 (SIP 5), a national initiative involving the development of the IDZ and

associated infrastructure. Iron and steel manufacturing is one of the key economic drivers in Saldanha Bay likely to expand as the IDZ expands.

The development of the IDZ in Saldanha Bay is likely to boost the fortunes of the local manufacturing sector, which could give rise to interesting

linkages with the more buoyant Swartland and Bergrivier manufacturing sectors.

The current Saldanha Bay Spatial Development Framework was approved by Council in February 2011 and met it legislative requirements in

terms of the Municipal Systems Act (2000). The SDF was drafted to be in alignment with the Provincial Spatial Development Framework (2009).

The SDF is also aligned to the IDP and provides strategic guidance in respect of the location and nature of future development and provides a

strategic context for what is needed in terms of land and infrastructure in order to achieve municipal spatial objectives. The SDF is currently

being reviewed as it is out dated, and follows on the drafting of a Functional Region SDF planned by the Department of Environmental Affairs

and Development Planning.

The current Human Settlement Plan (HSP) for Saldanha Bay was approved by Council in 2009. The information presented is therefore relatively

out-dated. As part of the Built Environment Support Programme, the HSP is currently under revision and the envisaged date of completion is 31

March 2015. The new HSP seeks to inform forward planning relating to housing provision, especially to guide the 10-year housing delivery

pipelines within the 20-year planning horizon in order to ensure sustainable and sustained housing delivery in Saldanha Bay Municipality (SBM) in

the short and medium term.

Most municipalities in the Western Cape have benefitted from Water and Sanitation master planning originally funded by the Province (done by consulting engineers originally over the period 2004-2006).

It should be noted that the declared IDZ and the proposed expansion of the Port of Saldanha could have major impacts on the employment

opportunities and housing demand within Saldanha Bay Municipality. Long term challenges are anticipated with the incumbent IDZ particularly

related to the oil and gas exploration and manufacturing of metal products which will demand a combination of highly skilled (specialised coded

welders) and lesser skilled (maintenance work) labour. As a result, there is a need for skills training to support the development of the IDZ in

Saldanha Bay by ensuring that the required skills are available.

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The population of Saldanha Bay local municipality increased from 56148 in 1996 to 99193 in 2011 experiencing an above average annual growth

rate of 4% which is higher than the West Coast District average growth rate of 3%.

The capacity of a municipality to fund infrastructure projects is determined by (a) the availability of own reserve funds (b) the ability to take up

and service loans, and (c) government grants especially MIG and RBIG. As it is clear that these are limited in extent, it is inevitable that the

municipality will have to prioritise, which it can only do once it possesses a good understanding of all the most prominent infrastructure needs

and risks. The report is thus a structured overview of all critical gaps and possible expenses related to infrastructure.

The draft report concludes that the municipality is in a relatively good position with regards to bulk infrastructure. The table below presents the

state of infrastructure supporting developments:

Town Water Source Bulk Water Bulk Sewer Access Roads &

Stormwater

Solid waste and drop

off facilities Electricity

Vredenburg

WTW – N/A

Bulk Supply

Storage Capacity

WWTW – Currently

being upgraded

Bulk sewer

Access Roads

Storm Water

- Landfill site (but

upgrade required)

Municipality

ESKOM

Saldanha

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

Access Roads

Storm water - Drop off facility (2)

Municipality

ESKOM

Hopefield

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

Access Roads

Storm water

- Public drop

off (upgrade

required)

Municipality

ESKOM

Langebaan

WTW – N/A

Bulk Supply

Storage Capacity

Pumping

Capacity

WWTW

Bulk Sewer

Access Roads

Storm water

- Landfill site

(licenced to closure; a

new transfer station will

be constructed)

Municipality

ESKOM

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Stormwater



Paternoster

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

Access Roads

Storm water - No drop off facility

Municipality

ESKOM – N/A

St Helena Bay

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

Access Roads

Storm water

- No drop off

facility, closest in

Laingville

Municipality – N/A

ESKOM

Britannia Bay (part

of St Helena)

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

Access road to

Britannia Bay and

Duykereiland

Storm water

- No drop off


Laingville


ESKOM

Jacobsbaai

WTW – N/A

Bulk Supply

Storage Capacity

N/A Roads and Storm

water - No drop off facility

Municipality

ESKOM – N/A

Stompneus Bay

(part of St Helena)

WTW – N/A

Bulk Supply

Storage Capacity

WWTW – N/A

Bulk Sewer

Access Road and

Stormwater

- Internal (road’s

reserve does not

belong to

municipality but they

accepted

responsibility for

maintenance)

- No drop off

facility, the closest

facility is in Laingville


ESKOM

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Stormwater



Langville (part of St

Helena)

WTW – N/A

Bulk Supply

Storage Capacity

WWTW – Currently

being upgraded

Bulk Sewer

- Access roads

Internal roads

Storm water

(bulk)

- Drop off facility (1)

upgrade required)


ESKOM

Shelly Point (part of

St Helena)

Private property

WTW – N/A

Bulk Supply

Storage Capacity

WWTW

Bulk Sewer

- Access roads

- Storm water

- No drop off


Laingville


ESKOM

The Operational and Capital budgets reported in the IGP is spans the following financial years: 2010/11; 2011/12; 2012/13 and 2013/14. The

second phase of the IGP will include current and future financial years.

6.2.4.3 Water

The bulk sources of fresh water for the municipal areas are wet catchment areas that are naturally recharged by rainfall. Water is provided to

the Saldanha Bay Municipal area by the District Council through the Saldanha-Berg River Water Provision Scheme. The main bulk water source

is the Berg River, which feeds to the Misverstand Dam from where the water is pumped to a purification facility. It is then sent to the Bezaansklip

and Vergeleë reservoirs. The Bezaansklip Reservoir is a district reservoir and is managed by the West Coast District Municipality. Several other

smaller reservoirs in the network store and distribute water through water pipelines. Three significant pump stations are situated at Saldanha,

Vredenburg and Louwville.

The Saldanha Bay Municipality service area is a water stressed area, therefore the West Coast District Municipality places considerable

responsibility on the municipality to manage demand and supply wisely. The following challenges pertaining to water capacity and quality exist:

Dry summer seasons, the relatively low storage capacity of the reservoirs and the rising levels of demand/consumption (due to population growth), water supply to the municipal area may be a problem.

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The seasonal impact on the quality of water in the municipal area, high concentrations of chlorides during the winter months. This has also

now extended beyond the winter months.

Lower rainfalls currently being experienced, very low dam levels. Water restrictions.

Various alternative sources and combinations thereof were investigated and evaluated and eventually a 25,5 Mega litre /day sea water desalination

plant in the Saldanha Bay area was identified as the most cost beneficial alternative and partial funding for the project was obtained from the

Regional Bulk Infrastructure Grant (RBIG) programme from the Department of Water Affairs. Currently plans for the desalination plant are on

hold due to a funding shortage.

With the projected industrial growth in the municipal area taken into consideration, there may be insufficient bulk water supply for industrial

purposes in future. There are three possible options to increase the water supply:

1. If no additional allocation of water from the Berg River system is allowed this will mean that the sea water desalination plant will have to be

built immediately and phased to supply an ultimate 64 Megaliters per day of potable water in 30 years.

2. If an extended allocation from the Berg River system is granted up to the design capacity of the bulk supply pipeline, upgrading of the

Withoogte water treatment works to 105 Megaliters per day will be required. The sea water desalination plant will then only be required

after the demand has exceeded the 105 Megaliters per day, to supply 35 Megaliters per day.

3. If an extended allocation from the Berg River system is granted for the next 30 years, upgrading of the pipelines and pump systems to

Withoogte and Besaansklip and upgrading of the Withoogte water treatment works will be required. This will however, mean that no sea

water desalination plant will be required.

At present the WCDM has applied for a larger allocation of water from the Berg River Scheme to augment the current supply Application has

been made to cover option 1 and 2 noted above. The application is still in the process of being reviewed by the Department of Water and

Sanitation and the result will dictate the option to be exercised.

Key projects which needs to be focussed on include some of the following:

Obtaining a greater allocation of water from the Berg River Scheme. At this stage the bigger allocation is the more financially viable option

and priority. Desalination could be planned for a later stage.

Various bulk supply storage reservoirs need to be constructed in various town to ensure there is sufficient 48-hour storage capacity, i.e.

o Saldanha 10 Megaliter reservoir – R15 000 000

o Langebaan 5 Megaliter reservoir – R10 000 000

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Various upgrades and re-enforcements to bulk supply water mains is required, i.e.:

o Saldanha new bulk supply line – R6 000 000

o Vredenburg upgrade of the water network in Louwville westerly area – R5 000 000

Upgrades required to Vergeleë Reservoir storage

Upgrades required to Besaansklip Reservoir and Withoogte Raw water off-channel Dam.

Paternoster reservoir and bulk supply line

6.2.4.4 Storm Water

Storm water master planning studies form part of Council’s development strategies and are being conducted to determine the impact of various

types of storms (rainfall intensity in a catchment area) on municipal infrastructure and residential/commercial properties. The outcomes of these

studies would indicate and identify upgrades of our existing infrastructure or propose the implementation of new infrastructure to satisfy the

current and future demand as new built up areas are developed.

Master planning of storm water infrastructure is done individually for each town in the Saldanha Bay municipal area. Only master planning for

Vredenburg, Langebaan, St Helena Bay (Laingville) and suburbs in Saldanha (White City & Middelpos) has been prepared to date. The latter

master plans have been reviewed and adopted by Council with implementation of proposed upgrades to the existing infrastructure already in

progress.

No further reviews of the existing master plans are foreseen in the near future. The focus will be on implementation of the upgrade proposals

as per the current master planning. Storm water retention as a future water source must be prioritised in the future master plans.

Planned upgrade of infrastructure with anticipated year and approximate cost:

Vredenburg storm water system in Skool street (2020)

St Helena Bay upgrade of Langville storm water network (2016/2017) – R10 000 000

Saldanha continuation of upgrade of Middelpos storm water network (2020) – R14 000 000

Saldanha continuation of upgrades of White City storm water network (2020)

Langebaan Skiatos storm water: Planning, Design and Construction (2020)

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On the operational side, for the Storm Water Management System, condition assessments of all the physical elements of the various storm

water networks in all the towns were executed, recorded and captured in the database of a GIS system. The quantification and geo-referenced

physical elements enables the municipality to develop maintenance plans and programmes to execute scheduled tasks (repairs & maintenance)

on the storm water networks in the various towns.

The entire network captured on the system indicates the following total number of physical elements:

Box Culverts = 1.1km

Concrete Channels = 10.4km

Earth Channels = 6.7km

Storm water Pipes = 186.2km

Stone Pitch Channels = 4.1km

Manhole structures = 6 264

6.2.4.5 Sewerage

The primary objectives of Saldanha Bay Municipality’s Wastewater Operations are to minimize contamination of the resources to which the

treated effluent is returned, to reduce or remove contamination through the treatment processes and to prevent contamination during transport

of wastewater, storage and disposal of sludge. There are seven sewerage treatment plants in the municipal area and they are located at Saldanha,

Vredenburg, Hopefield, Langebaan, Laingville, Shelly Point and Paternoster. Urgent upgrading of sewerage purification works is needed. There

are 88 major pump stations with high capacity in the municipal area.

The following challenges are experienced with waste water treatment:

Sludge handling and sludge disposal is a problem experienced at most of the Waste Water Treatment plants. The municipality are currently in the process of upgrading the plants, with specific focus on sludge handling facilities. A possible alternative is the use of a central composting

facility; compost can be used by the municipality at parks and sports fields.

Availability of skilled staff is also a problem. Most of the plants are run by personnel with years of experience operating the plants, but do

not possess the required controller qualifications. The municipality are busy with an extensive process of getting all the operators classed as

process controllers. Within the Water and Sanitation department, qualified mechanical/electrical artisans will need to be employed to perform

maintenance on all water, sewer and treatment equipment.

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Vandalism at specific plants and at critical pump stations is a major cause for concern. The financial loss is high when considering all the

incidents. It is also an area of concern that the municipality will have to address and look at alternative solutions.

With the projected industrial growth projections for the area, the municipality need to ensure efficient operations at all the waste water treatment plants and sewer pumping stations. Key projects with approximate cost which will need to be focussed on include some of the

following:

Langebaan upgrading of the Waste Water Treatment Works to meet the current and projected future demand – R10 800 000

Langebaan upgrading of the rising main from Kaktus to Waste Water Treatment Works – R7 000 000

Vredenburg upgrading of the Waste Water Treatment Works, specific focus on the beneficial re-use of treated effluent from the plant – R10 000 000

St Helena Bay new Brittania Bay Waste Water Treatment Works – R35 000 000

St Helena Bay new main line and reticulation Brittania Bay, Stompneus Bay and Shelley Point – R12 000 000

Combined Waste Water Treatment Works for Jacobs Bay and Diazville and the Middelpos area – R20 000 000. Jacobs Bay is still serviced

with septic tanks.

Re-use of treated effluent from the Langebaan WWTW. No discharge of water into the Langebaan MPA.

Upgrades to various sewer pumping stations is required.

6.2.4.6 Electricity

Bulk electricity to the municipal area is supplied by Eskom from the 400kV Aurora Substation. From there it is distributed by 132kV power lines

to the Eskom Blouwater Bay Substation. Traditionally Eskom supplied the area east of the Sishen-Saldanha railway line with the exclusion of the

Hopefield and Langebaan residential areas. Eskom also supply the St Helena Bay area and the Mykonos area. Saldanha Bay Municipality traditionally

supplied the area west of the railway line, Hopefield and Langebaan.

The municipality has 4 points where bulk electricity is purchased from Eskom for redistribution. The main point is at the Eskom Duferco

substation where we have two 66kV supply points (Notified Demand of 40MVA) and two 11kV supply points (Notified Demand of 3MVA). From

these 66kV supply points we supply Vredenburg and the Paternoster area on one feeder and Saldanha and Jacobs Bay area on the other feeder.

We supply the Saldok area from the 11kV feeders. The second supply point is at 11KV at the Eskom Langebaan Substation with a notified demand

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on 10MVA. The third is on a rural Eskom 11kV line at Hopefield with a notified demand of 3.2MVA. The fourth point is on an Eskom Rural 11kV

line at the old Chemfos mine. The notified demand is only 0.2MVA.

The two main Plans governing the work to be done on the electrical network and supporting infrastructure are the Electrical Network

Development Plan and the Electricity Maintenance plan.

ELECTRICAL NETWORK DEVELOPMENT PLAN:

The “Electrical Network Development Plan for the Saldanha Bay Municipal Area of Supply” dated 25 April 2014 is the current master plan in

use. It was resolved by council decision R20/8-14 that it be used as guideline for expansion of the electrical networks on 28 August 2016.

The primary purpose of the studies in the plan was to analyse the existing network with the aim of understanding the current electrical capacity

of each individual network and to identify possible limitations for the short and medium term network expansions due to natural growth and

proposed new developments. A load flow analysis performed on the existing 66kV and 11kV networks revealed that the overall network is in a

fairly good condition considering the age of the infrastructure. The spatial development framework for the Saldanha Bay Municipality area of

supply is based on analysing three scenarios: low, medium and high growth. Natural growth, as well as various known loads from new

developments was simulated to determine what effect on the network would be for a timeline of 5 – 10 years (2019 – 2024). Problem areas

were addressed and possible alternatives proposed. The plan is scenario based and the projects identified will depend on the actual growth

situations. Only the main substation related projects are directly costed in the document, but other smaller network upgrading is covered in the

document.

The following documents need to be read in conjunction with this Network Development Plan:

Electricity Infrastructure Master Plan – May 2012 (SCADA System with integrated Electricity Infrastructure Master Plan) – SBM Document

Electrical Reticulation Masterplan for Langebaan – July 2009 – SBM Document

Bulk Infrastructure Review for Saldanha IDZ (Electricity) – SBIDZ document

Housing Growth Scenarios (Electrical) –April 2015 – Departmental plan

Vredenburg Urban Renewal Project – April 2013 – SBM Document

Local Government Energy Efficiency and Renewable Energy Strategy - November 2014 – SALGA Document

Western Cape Climate Change Mitigation Scenarios exercise for the Energy Sector – March 2015 – WCG Environmental Affairs and Development Planning Document

Western Cape Climate Change Response Strategy –March 2016 - WCG Environmental Affairs and Development Planning Document

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The major limiting factor to future growth in the area will be the availability of supply capacity on the Eskom owned Duferco substation with

±15MVA of firm capacity still available. Network strengthening and new build distribution capacity on the Eskom networks will therefore also

have to be created within the Saldanha Bay Municipal area of supply. The effect of Small Scale Embedded Generation (SSEG) on the form of

Photo Voltaic (PV) rooftop generation is not worked into the current plan. When the plan need to upgraded/reviewed in 2019, this will have to

form an integral part of the plan.

When we look at the order of magnitude of some of the expected major developments that could come to the area, the master plan does not

cater for the bulk infrastructure and the expansions that need to be made to the Eskom bulk infrastructure. In terms of the development criteria,

the developers have to pay for the bulk and connector infrastructure as well as for the internal infrastructure of the development. It is therefore

assumed that these will be handled on an individual base and the cost will be for the developer. No special provision will be made before the

time into the normal municipal budgets.

The major projects for the next five-year period will be the following:

Completion of the upgrade of the Vredenburg 66/11kV substation – R7 500 000

The building of the Marais Industries 66/11kV substation referred to in the planning as strengthening for Jacobs Bay area.

The preparation for a new intake substation in the Saldanha Industrial area. Linked to this there will be upgrading of the 11kV line and cable networks to cater for the growth in the residential and commercial existing developments.

ELECTRICITY MAINTENANCE PLAN:

The Electricity Maintenance Plan on the “Onkey” computer system from PRAGMA is the main maintenance plan currently in use. It was noted

by council decision R32/8-14 that the plan be implemented from June 2014.

The purpose of this plan is to provide a structured guideline for doing maintenance on the Electrical Network and associated equipment. Using

the asset register it will ensure that the required maintenance is done to keep the equipment properly functioning during its expected life and

where possible extending the life span of the equipment. It will also assist with complying with GRAP 17.

Since the implementation we have continuously been developing the system to the stage where it would be able to provide job cards for the

required maintenance and record the feedback on the system for future reference. With the change of the municipal financial system to

MUNSOFT, the continuation of the licence fee for PRAGMA the software was stopped. The idea is to incorporate the functionality into the

asset management module of MUNSOFT. This process must start as soon as the asset management module of MUNSOFT if fully functioning.

The plan and the implementation of the job card issuing need to be revised for the new system. In the intern period the hard copy of the plan

will be used as a guideline for manual maintenance planning.

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In addition to the routine maintenance the long term refurbishment of the electrical network and equipment need to be continued. This include

the refurbishment and replacement of the following based on the condition of the equipment:

Old and rusted street light equipment,

Replacement of metering kiosks and pillar boxes,

Replacement of corroded conductor and hardware on overhead lines,

Re-conducting high risk copper lines to mitigate the risk,

Replacement of old technology oil switchgear with modern technology equipment,

Replacement of old mini-substations to refurbish then for re-use in the network.

The NERSA audit that was done during May 2016, and the comments and findings in the audit report will be the base for this work. The audit

report also referred to not having sufficient staff to do the required maintenance and this will also have to be addressed as part of the budget

processes.

6.2.4.7 Waste Management

Saldanha Bay Municipality’s Waste Management Department employs 102 permanent employees. The Waste management department performs

the following functions for the wards within SBM:

Residential and business refuse removal

Bulk garden waste removals

Skip services (Builders Rubble and general waste)

Issuing of wheelie bins, pole bins, recycling bins and composters

Manage 2 Landfill sites, 4 transfer stations, Materials recovery facility and a chipper plant

Cleaning of open spaces and beaches

Waste management is undertaken in terms of two sets of regulating documents i.e. the Integrated Waste Management Plan and the Integrated

Waste Management Policy

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An integrated waste management plan (IWMP) is a high level strategic document that looks broadly at the waste management offering within a

defined area and proposes further steps that the responsible authority must consider taking to achieve a comprehensive integrated waste

management service.

Seven goals were identified for the IWMP and they are listed below:

Promote recycling and recovery of waste

Ensure effective and efficient delivery of waste services

Ensure legislative tools are developed to deliver on the Waste Act and any other applicable legislation

Sound budgeting and financing of waste management services

Ensure the safe and proper disposal of waste

Education and awareness

Compliance and enforcement

These goals are fed through to the desired end state component of the document where action plans and budget is allocated to the interventions.

These action plans of the integrated waste management plan serve as both development strategies and operational strategies of the Council.

An Integrated Waste Management Policy regulate waste management within its area of jurisdiction and ensures that the municipality has the

capacity to deal with the expected increase in generation of waste.

The purpose of the policy is to:

1. Ensure that waste management practices in the municipal area conform to the Waste Act, national waste management strategy and other

national and provincial waste management laws and policies.

2. It sets forth waste management hierarchy principles as the overall approach that will form the basis of waste management in the municipality.

3. Ensure and regulate provision of waste management services.

4. Promote equitable access to waste management services. 5. Facilitates social and economic development and job creation in the waste management sector.

6. Provide for sustainable and economically viable funding strategy for the provision of waste management services

7. Provide for infrastructure and assets required for the provision of waste management services.

8. Enable the municipality to set tariffs and provide incentives and disincentives to encourage waste minimisation and avoidance.

9. Provide a basis for the review of a Waste Management By-law that will regulate waste generation and waste management services

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The Solid Waste department is currently in draft stage for both the integrated waste management Policy and Plan. These documents will be

tabled for approval by Council during March 2017. The Solid Waste department is in the process of extending the Vredenburg Landfill site to

accommodate the expected developments in our area. The extension is based on a population growth of 4% and the extension will capacitate

Saldanha Bay Municipality with 11 years of landfill airspace excluding the diversion projects currently under way. With the successful

implementation of the separation at source (diversion) program and chipping of garden waste the capacity can be increased to 15 years. SBM is

thus ready for the IDZ with regards to landfill airspace. The municipality are also in the process of closing Langebaan landfill site and construction

of a new transfer station. According to Stats SA SBM has the highest refuse collection rate in South Africa and this is reflected in our draft IWMP.

The acquisition of refuse collection vehicles, compactor truck specifically remains a major challenge and the refuse collection fleet urgently need

at least 3 new compactor trucks with a total cost of R 6 500 000.00. SBM has implemented a separation at source collection service (two bag

system) in Langebaan and plans to roll out 2 more phases to include all towns by 2018. The Vredenburg Materials recovery facility recycles an

average of 96.1 tons of waste per month and the tonnage is increasing monthly. The two bag system will enhance the tonnage recycled at the

materials recovery facility. The Solid Waste department is partnering with NGO’s to establish Swop shops to further reduce waste to landfill

and create employment opportunities. A proposed Biogas agreement with an private entity is currently being investigated.

The following projects/assets are required for the next three years:

PROJECT/ASSET YEAR 1 YEAR 2 YEAR 3

Mobile Refuse Bins 240L (Wheelie Bins ) 1 000 000 - 1 500 000

Mobile Refuse Bins 240L (Wheelie Bins ) 1 000 000

Recycling Domes - - -

Pole Bins x200 100 000 - 100 000

6m³ Skips x 10 - 100 000 100 000

New Refuse Compactor - - 2 300 000

New Refuse Compactor 2 300 000 - -

New Refuse Compactor 2 300 000

Grab Truck 850 000 - -

Composter Unit (New item) 60 000 - -

Development of New Vredenburg Landfill Site 5 000 000 - -

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Development of New Vredenburg Landfill Site 10 000 000 10 000 000 -

Vredenburg: Landfill Site Extension 5 796 124 19 669 750 20 134 126

Rehabilitation of old Landfill (LBN) - - -

Rehabilitation of old Landfill (Hopefield Transfer Station) - 300 000 -

Rehabilitation of old Saldanha Landfill - - -

Rehabilitation of old Saldanha Landfill - - -

Rehabilitation of old Saldanha Landfill -

6m^3 Skips x 6 100 000 - 100 000

Development of new Landfill (LBN) - - -

Development of new Landfill (LBN) - - -

New water truck including pump (New Item) - 1 500 000

The following projects/assets are envisioned to emanate from the approval of the Integrated Waste Management Plan:


IWMP: GOAL 1 RECYCLING RECEPTACLES AT

TRANSFER STATIONS 40 000 30 000 20 000

IWMP: GOAL 2 COMPOSTING FACILITIES 200 000 500 000 500 000

IWMP: GOAL 2 REFUSE COMPACTOR TRUCKS 2 300 000 2 300 000

IWMP: GOAL 2 ADDITIONAL UPGRADE

TRANSFER STATIONS PATERNOSTER 1 000 000 1 000 000

IWMP: GOAL 5 ADDITIONAL TRANSFER

STATION ST HELENA BAY 400 000

IWMP: GOAL 5 ADDITIONAL TRANSFER

STATION PATERNOSTER 400 000

6.2.4.8 Roads

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The road network in the municipal area consist of provincial roads and municipal roads. The Provincial Government Western Cape is responsible

for the management and maintenance of the provincial roads. The municipality uses the following instruments to plan, develop and maintain the

roads under their mandate.

PAVEMENT MANAGEMENT SYSTEM (IMQS):

The Pavement Management System are used as a tool for the effective

management of maintenance works on road services. In terms of the the

Local Government: Municipal Finance Act (No. 56 of 2003, local

authorities are obliged to have asset management systems in place and to

draw up a register of fixed assets, including the (1) Current value /

Depreciation (2) Quantification and (3) Description and location, and (4)

State assets.

In addition, authorities are also obliged by law to protect, manage

and maintain their assets. The most recent condition assessment

on the road network was conducted and concluded in 2014, which

revealed the following statistics and condition of our roads:

Road Network Statistics:

Total road network (bituminous surfaced) = 436.6km

Total graveled road network = 36.4km

Total segmented block paved road network = 21.4km

The following resealing and rehabilitation of roads are required:

Saldanha Bay resealing of roads – R25 000 000

PMS: Saldanha Bay Municipality (2013/11) : CONDITION OF THE SURFACING 1

LEGEND:

VERY GOOD

GOOD

FAIR

POOR

VERY POOR

TOTAL NETWORK

2,800,385 m² 436.6 km

36%36% 44%44% 16%16% 4%4% 0%0%

PMS: Saldanha Bay Municipality (2013/11) : CONDITION OF THE STRUCTURE 1

LEGEND:

VERY GOOD

GOOD

FAIR

POOR

VERY POOR

TOTAL NETWORK

2,800,385 m² 436.6 km

64%64% 24%24% 6%6% 3%3% 2%2%

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Hopefield rehabilitation of roads – R14 000 000

St Helena Bay rehabilitation of roads – R14 000 000

Vredenburg rehabilitation of roads – R5 000 000

Saldanha rehabilitation of roads – R8 000 000

INTEGRATED TRANSPORT PLAN (2015-2020):

The Integrated Transport Plan study (ITP) was concluded and approved by the Provincial Department of Transport & Public Works in February

2016. The study involves the safe movement of people and goods with various modes of transport and related road and road side infrastructure.

Project prioritisation has become critical to making the best use out of limited funding sources. It is becoming increasingly important to determine

which projects are the most feasible. All projects identified in the status quo analysis and the stakeholder participation process was prioritized

together with the Local Municipality representatives where each project was evaluated, scored and ranked. Projects were categorised based on

project type and focus areas i.e. road infrastructure maintenance and upgrade, public transport infrastructure, NMT facilities, and planning and

feasibility projects. In each focus area projects were scored based on criteria such as traffic/passenger volumes, existing conditions, network

considerations and the impact on social and development considerations. Projects were then ranked from highest to lowest evaluation score

and the 5 highest LM scoring projects per category were included in the implementation and financial plans.

ROAD NETWORK MASTER PLAN:

The Saldanha Bay municipal area is primed for accelerated growth in the future. The development of the IDZ and the expansion of the port will

initially focus on economic development around the port area. These projects will lead to the creation of many permanent job opportunities and

the attraction of many secondary support industries to the area.

A Road Network Master Plan provides a blueprint of what the long term road network requirements of an area are likely to be. Its development

therefore relies heavily on the predictions of future traffic volumes. To predict this, it is required to understand what the daily movements of people could be. The study outcome clearly indicates that the future road network is dependent on the future land use planning, and vice versa

to an extent. Transportation planning is thus directly linked to land use planning. If a use is changed, there will be a change in travel patterns.

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The Roads Master Plan has been approved by the Western Cape Government: Department of Transport & Public Works and adopted by the

Saldanha Bay Municipal Council. Several Provincial Road projects are planned in preparation for the future demand on the road network.

6.2.4.9 Facility Management

The primary purpose of the Municipal Facilities (i.e. Building) Department is to ensure that all municipal building assets are maintained at optimal

levels of condition and at minimum total cost. In this context, the determination of optimal levels of condition shall take into account the

required serviceability (functionality), reliability and availability, legal requirements, appearance and expected future life of building assets. Other

important objectives are:

to provide a safe, effective and sustainable environment for facility users of municipal facilities/buildings within Saldanha Bay;

to reduce physical and financial risks;

to ensure that the maintenance process is carried out in accordance with sound governance principles;

to provide consistency and continuity in the execution of maintenance, with minimal environmental impact;

to ensure compliance with statutory requirements;

to ensure adherence to and integration with other Council policies;

to ensure that adequate capacity and skills are available for maintenance of assets, and that resources are used effectively;

to ensure that appropriate maintenance management information is recorded and monitored;

to reduce the incidence of unplanned maintenance; and

to ensure that assets are efficiently and effectively utilised.

To this end a high level maintenance plan has been developed for the major capital maintenance projects planned within the next IDP cycle:

HIGH LEVEL CAPITAL BUILDING MAINTENANCE PLAN/OBJECTIVES

Financial Year

2017/18 2018/19 2019/20 2020/21 2021/22

1 Laingville LED Units Langebaan Informal

Traders Area

Ongegund LED Units Saldanha LED Units Middelpos LED Units

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HIGH LEVEL CAPITAL BUILDING MAINTENANCE PLAN/OBJECTIVES

Financial Year

2017/18 2018/19 2019/20 2020/21 2021/22

2 Diazville LED Units Langebaan Municipal

Offices

St Helena Bay Offices Saldanha Informal

Traders Area

Louwville LED Units

3 Administration Building

Vredenburg

Buller Centre and Old

FNB Building

Electrical Department

Offices

Hopefield Offices Saldanha Bay Offices

4 Skilpad Hall Steyn House Diazville Offices Laingville Offices Louwville Offices

5 Louwville Community

Hall

Ongegund Community

Hall

Smartie Town

Community Hall

St Helena Bay

Community Hall

Laingville Community

Hall

6 Paternoster Hall Diazville Community Hall Dial Rock Hall Seebries Hall Green Village

Community Hall

7 Langebaan Community

Hall

Witteklip Community Hall Hopefield Community

Hall

Steenberg's Cove

Community Hall

Saldanha Multi-

Purpose Hall

8 Hopefield Library Laingville Library St Helena Bay Library Vredenburg Library Saldanha Library

9 Garden Services Depot Paternoster Library Harold Krumm Library Diazville Library Langebaan Library

10 Mechanical Workshop Municipal Stores Electrical Depot Langebaan Depot Vredenburg Depot

11 Kalkrug Depot Hopefield Depot St Helena Bay Depot Traffic Department Water

Depot\Archive\Clinic

Requi

red

R8 700 000.00 R7 100 000.00 R7 350 000.00 R7 100 000.00 R8 200 000.00

6.2.4.10 Holiday Resorts and Caravan Parks

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The Municipality is responsible for the management and maintenance of seven holiday resorts in the municipal area. These are the Saldanha

Resort (Saldanha), the Tabakbaai Resort (Diazville), the Laingville Resort (St. Helena Bay), the Oostewal Resort and Oostewal Caravan Park

(Langebaan), the Seebries Park Resort (Langebaan), the Cape Columbine Nature Reserve (Paternoster) and the Leentjiesklip Caravan Park

(Langebaan).

The main priority of our resorts is for guests to experience true hospitality and efficient client service. All of our resorts are next to the beach,

where the sheer natural beauty of the sea can be experienced. Braai facilities are available in each camp site at all our resorts, water taps and

refuse bins are positioned at regular intervals and you pay per unit and not per person. On arrival at our resorts we provide the guests with the

necessary information including the rules and safety evacuation plan.

The Municipality appointed a service provider to review the service delivery mechanisms and make recommendations to improve current

management and operations. The outcome of this review will be considered by Council in due course.

Vandalism and access control to the respective facilities are still the main challenges at the resorts.

6.2.5 ENVIRONMENTAL HIGHLIGHTS

6.2.5.1 Air Quality

What is air pollution? Air pollution comprises e.g. Outdoor (ambient) pollution such as Fossil fuel burning (e.g. Power generation, cars); industrial non-

fossil fuel emissions; natural emissions; pesticides etc., and Indoor pollution such as Burning coal, wood, paraffin for heating, cooking, lighting.

Ambient air quality monitoring and reporting is a mandated function of municipalities according to the National Environmental Management: Air

Quality Act (Act No. 39 of 2004) (NEM:AQA)(DEA, 2005). The WCDM commissioned the AQMP (Air Quality Management Plan) for all

municipalities in the West Coast. SBM Council Resolution R14/6-12. The SBM AQMP will be reviewed in 2017.

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The objective of ambient air quality monitoring is to measure and report on concentrations of criteria air pollutants in the municipality as input

to management of air quality, to monitor compliance with National Ambient Air Quality Standards (NAAQS).

A number of different types of air pollution sources currently exist in the SBM, including industrial Listed Activities, smaller Controlled Emitters,

transportation (vehicles and shipping), quarries, agricultural activity and natural sources such as windblown dust. Pollutants typically associated

with industrial sources and combustion are sulphur dioxide (SO2), oxides of nitrogen (NO + NO2 = NOx) and particulate matter (PM10 and

PM2.5). These are criteria pollutants with national ambient standards as they are known to be harmful to human health. Unique to the SBM is

the emission of iron oxide (Fe2O3) dust from storage, handling and processing of iron ore. Pollutants of concern were identified as SO2, nitrogen

oxide (NO), nitrogen dioxide (NO2), NOx, ozone (O3) and particulate matter (PM10 and PM2.5). Dust fallout was also regarded as important,

as well as the concentration of various metals in the dust, including Fe2O3, Pb, zinc (Zn), titanium (Ti) and copper (Cu). Meteorological

parameters such as wind direction, wind speed, temperature, relative humidity, solar radiation and atmospheric pressure are monitored in order

to assist in identifying the sources of elevated concentration events or episodes.

The Saldanha Bay Municipality (SBM) therefore planned to establish an ambient air quality monitoring network consisting of two continuous air

quality monitoring stations and seven dust fallout stations. SBM’s monitoring network feeds into the DEADP Ambient Air Quality Monitoring

network. The monitoring network was designed to include two fully automated ambient air quality monitoring stations and seven dust fallout monitoring

stations. Siting of the stations were conducted under the guidance of DEADP. Factors that were considered by the DEADP in the parameters

to be monitored and the station siting were:

1. Impacts of pollutants that are known to have impacts, typically criteria pollutants;

2. Location of sources (current and future) relative to sensitive receptors and the prevailing meteorology;

3. Population distribution, i.e. levels of exposure; and

4. Representativeness by the monitoring station of an area-wide rather than impact of a single source.

Other factors considered were the:

1. Proximity of obstructions to allow clear air flow to the monitoring station;

2. Availability of suitable infrastructure, e.g. electricity and ease of access; and

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3. Security considerations.

Therefore, the SBM monitoring network consists of 2 fully

automated ambient air quality monitoring stations and 7 dust fallout

monitoring sites. The Air Monitoring Site in Saldanha Bay has

received SANAS accreditation. We are working on SANAS

accreditation for the Vredenburg site, hopefully to be achieved in

2017.

These sites are designed to measure the following criteria

pollutants:

sulphur dioxide (SO2),

nitrogen oxide (NO),

nitrogen dioxide(NO2),

oxides of nitrogen (NOX),

ozone (O3),

particulate matter (PM10 and PM2.5)

dust fall out

Meterological Parameters are also measured. This refers to weather conditions.

Ambient air quality monitoring must include current weather conditions.

Data collection started in July 2014 and to date there has been no exceedances

of the National Limits.

The table below reflects the NAAQS for pollutants monitored at SBM showing the limit for gaseous pollutants (ppb) and particulates, with the permitted

frequency of exceedance per year in brackets (Source: DEA 2010 and 2012)

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Projects with applicability to this IDP period is a three-year tender

commencing 2017 and ending December 2019 which is to be

issued for the monitoring, quality control and process advisory

services for air quality monitoring in the Saldanha Bay region.

6.2.5.2 Environmental Management

It is important to note that the area has very unique biodiversity that is poorly protected and that the biodiversity underpins the natural resources

and ecological infrastructure needed for sustainable development. Due to the current state of resource depletion and degradation of ecosystems

the Western Cape responded by developing a Provincial Biodiversity Strategy & Action Plan (PBSAP), a policy document that guides our duty

and intentions related to Biodiversity and spelling out the actions to ensure Biodiversity is considered and managed sustainably, one of which is

the development and implementation of the provincial Biodiversity Spatial Plan (BSP).

The need to sustainably plan for increased development cannot be emphasised enough and for that purpose the BSP aims to guide planners and

decision makers towards the most appropriate use of the landscape and to enable natural systems to function and run as healthy, working

systems and ecological infrastructure on which we can depend.

The overall purpose of the BSP is to avoid the loss of natural habitat in Critical Biodiversity Areas (CBA) and prevent the degradation of Ecological

Support Areas (ESA), while encouraging sustainable development in Other Natural Areas. Furthermore, the CBA networks represented by the

CBA Maps are designed to increase our resilience to the impacts of development and climate change and is therefore the ideal tool for planners

and decision makers to ensure a meaningful and sustainable future for the people of the area.

Also very pertinent to the area is the Cape West Coast Biosphere Reserve (CWCBR), registered in 2000 with UNESCO as South Africa’s 2nd

Biosphere Reserve. The CWCBR is very active in the area and aims to work with municipal partners in implementing sustainable development

principles along the West Coast in addition to integrating rapid growth with biodiversity and heritage conservation. The CWCBR strives to

foster human development that is ecologically sustainable by lending support for research, monitoring, education and information exchange

related to local issues of conservation and development.

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Identifying conservation priorities:

Fynbos ecosystems require urgent protection, requiring a progressive plan of action that allocates scarce resources optimally. The Saldanha Bay

Municipality as required by Alien and Invasive Management Plans on National Environmental Management Act (NEMA) states that (a) All organs

of state in all spheres of government must prepare an invasive species monitoring, control and eradication plan for land under their control, as

part of their environmental plans in accordance with section 11 of the National Environmental Management Act. (b) The invasive species

monitoring, control and eradication plans of municipalities must be part of the integrated development plans (3) The Minister may request the

Institute to assist municipalities in performing their in terms of subsection (2). (4) An invasive species monitoring, control and eradication plan

must include—(a) a detailed list and description of any listed invasive species occurring on the relevant land;(b) a description of the parts of that

land that are infested with such listed invasive species;(c) an assessment of the extent of such infestation;(d) a status report on the efficacy of

previous control and eradication measures;(e) the current measures to monitor, control and eradicate such invasive species; and measurable

indicators of progress and success, and indications of when the control plan is to be completed.

Recent world-leading conservation planning in South Africa has systematically identified Critical Biodiversity Areas (CBAs) across the entire

Cape Floral Kingdom. These CBAs are vital for conserving biodiversity and maintaining ecosystem functioning and should remain in (or be

restored to) their natural state1. They reflect the best scientific understanding of how much of each feature (e.g. vegetation type, wetland, rare species) is required to not only represent the full array of natural diversity in an area, but to ensure that it persists into the future. These plans

also optimize around competing land uses, so that we do not attempt to solve conservation targets in areas of high opportunity cost, for example

within the urban edge or areas of high agricultural value.

This study, initiated and funded by The Table Mountain Fund, an associated trust of WWF-SA, builds upon existing conservation plans to group

CBAs into a set of key landscape-scale conservation corridors (see Figure 1). These 28 corridors not only contain a large portion of the most

threatened ecosystems and species in the Western Cape2, they are also configured around key functions for allowing ecosystems to adapt to a

changing climate. The corridors include important landscape features that provide climate change resilience, such as north-south and altitudinal

gradients, coastal proximity, wetlands and water catchments, similar soil types and centres of endemism (which are believed to have been climate

refuges in the past). The corridors also take into account previously identified mega-corridors (such as the Greater Cederberg Biodiversity

Corridor) and macro-climatic gradients identified in the CAPE conservation plan3 and the Western Cape’s spatial development framework.

Combining the conservation significance and threat analysis data identified six corridors as urgent priorities for conservation action of which the

West Coast National Park - Berg River Corridor (#5) is one.

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Another entirely lowland corridor, with almost no topographic diversity, and thus seemingly little climate change buffering potential, except for

, and the dominant

soil type is acid sand, which supports Sand Fynbos. The Sand Fynbos vegetation supports surprisingly high small mammal densities, and a significant

number of threatened plant species. However, it also borders on the western edges of the Swartland, with its Shale Renosterveld, and vegetation

along this ecotone is species rich, and very high in threatened species. The corridor also incorporates substantial Strandveld elements. The

relatively aridity and infertile soils mean that this is one of the largest remaining areas of intact natural vegetation in the region, and it is thus also

an obvious target for expansion of the WCNP, which currently conserves relatively little Sand Fynbos (it’s mostly Strandveld). The corridor also

incorporates parts of the Sout River, one of the very few Sandveld rivers. The Saldanha Bay Municipality as required for Municipality that the

Estuary Management Protocol as stated in NEMA states that where an estuary is within a single municipal boundary, the municipality is responsible

for the estuary management plan in consultation with the relevant government departments, except if the estuary is within the boundaries of a

protected area, or is identified as part of the protected area expansion strategy. The Saldanha Bay Municipality has two water courses within

the Municipal area, which is Bok River, which this River is situated

in Saldanha and the wastewater treatment plant discharge the

water in water channels, and also the Mosselbank River – which

is situated in paternoster and wastewater treatment plant also

discharge water in water channels. The Berg River and its associated floodplains and salt marshes are

an exceptionally important perennial wetland system, especially

for birds. Primary threats are agricultural expansion (potatoes and

rooibos), and alien invasive Acacias (severe in places).

The entire Saldanha Bay area is approximately 166,565.48 ha. in

size of which 0.4% is urban and 99.96% rural land. Overall,

Saldanha Bay constitutes 5.8 per cent of the entire West Coast

geographic land, making it the smallest municipal area in the

district.

The associated map provides the best available scientific

information regarding the biodiversity resources in Saldanha Bay

Municipality that need to be retained in the long-term. This is to

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ensure the maintenance of healthy ecosystems which are fundamental to the wellbeing of people since nature provides human kind with food,

clean water and many other tangible and intangible benefits, sometimes referred to as ecosystem services.

6.2.5.3 Climate Change

The science of human caused climate change is unequivocal. Carbon Dioxide is one of a group of Greenhouse Gases which is increasing in

concentration in the atmosphere due to human activities. This is primarily from fossil fuel usage which includes coal, oil, and gas, through activities

such as industrial activity, transport and trade, and land use changes, and some agricultural activities. Greenhouse Gases have been building up

since the start of the industrial revolution and the impacts of this in changing our climate have been known for several decades. Climate change

is already occurring and the impacts are evident globally.

Climate change impacts are already particularly evident in the Western Cape and are negatively impacting and undermining economic and social

development. The impacts, however, cover all sectors and require responses across all sectors of society, all economic sectors, all government

entities, and all departments in the Western Cape Government. This is recognised by the Western Cape Government through the cabinet

approved Western Cape Climate Change Response Strategy 2014 which talks to all sectors as a transversal provincial strategy.

Climate Change presents serious threats to the future of the municipal area and its environs due to the rising sea levels and the risk to

development in low-lying areas. Furthermore, changing rainfall patterns and extreme weather events can have an impact on the municipal area

and environs.

The nature of the municipality is critically linked with its natural resources, particularly marine and agricultural, both of which will face increasing

threats from climate change. In addition, some of its resources are situated in highly risk locations, i.e. port and harbour infrastructure and

developments on the coastal fringe that are subject to the elements of a changing coastal dynamic due to climate change. Furthermore, considering

the many development initiatives and potential of the region, the time to actively consider climate change risks into planning and service delivery

is imminent. The draft Saldanha Bay Environmental Management Framework (EMF) highlights a degrading natural environment (i.e. air quality and

water quality in the bay) and other environmental challenges such as a scarcity of fresh water. Water scarcity amongst others is likely to become

an increasingly larger challenge under a changing climate, and the drought of 2015/16 is an indication of this risk.

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It’s critical to understand that decisions made in the short term without considering climate change could likely result in stranded, redundant,

obsolete, underutilised and degraded assets. It will be critical for Saldanha Bay Municipality to further internalise the West Coast District Climate

Change Response Framework and prioritise some of the activities for its own local jurisdiction.

The Saldanha Bay municipal area also has a number of opportunities in terms of low carbon development, particularly linked to the industrial

activities taking place in the regional and the potential for resource efficiencies that can be implemented. A lot of work is already underway in

order to determine how industrial activities and economic development in general can support the low carbon economy. The opportunities

around small and large renewable energy also needs to be considered when planning in this region, in order to fully understand the opportunities

that these may have for the regional. Although the municipality itself will have less of a role to play in making decisions about large scale energy

choices, the strategic planning documents of the region can support the decisions that will be made in the region.

The inclusion of climate change considerations into decision making and planning documents should not only consider Saldanha Bay according

to its municipal boundaries, but also look at the impacts that the greater regional activities will have on the risks and opportunities as associated

with climate change.

The municipality will work close with the provincial departments and the district municipality to identify risks and to plan for low carbon responses and adaption and resilience responses in all sectors.

6.2.5.4 Coastal Management

The National Environmental Management Integrated Coastal Management Act, Act 24 of 2008 specifies a number of responsibilities for

municipalities regarding the sustainable development and management of the coastal environment. The Saldanha Bay Municipality is required to

register servitudes for coastal access. These coastal accesses must be constructed maintained and managed by the Municipality. As the NEMA

states that each municipality whose area includes coastal public properly must within four years of the commencement of this Act, make a by-

law that designates strips of land as coastal access land in order to secure public access to that coastal public property. (2) Coastal access land

is subject to a public access servitude in favour of the local municipality within whose area of jurisdiction it is situated and in terms of which

members of the public may use that land to gain access to coastal public property. (3) A municipality must implement subsection (1) subject to

(a) the other provisions of this Act, including (i) any prohibitions or restrictions referred to in section 13(2); and (ii) the national and applicable

provincial coastal management programmes; and (b)any other applicable national or provincial legislation.

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The West Coast District Municipality developed an Integrated Coastal Management Plan (ICMP) which incorporate the local municipalities. This

plan was completed during January 2013 and is currently advertised for public comment.

The ICMP deals with the current state of the coastal environment, the vision, objectives and strategies to address the challenges identified in the

status quo, It also facilitate the improvement of institutional structures and capacity to respond to existing management gaps and the roles and

responsibilities outlined in the Act.

The Minister of Environmental Affairs and Development Planning, Mr Anton Bredell listed the official Public Launch sites in the Provincial Gazette

7410 dated 26 June 2015. The municipality is the management authority of the below slipways:

Britanniabaai

Cubb, Paternoster

Paternoster

Klein-Noordwesbaai

Jacobsbaai

The plan requires that Saldanha address the following actions:

Outcome / Response Required Municipal Action

Compliance in terms of the Act and the performance

indicators highlighted for LM’s in the plan Actions to ensure compliance

Alien cleansing Facilitate co-ordination between WCDM and alien cleansing efforts and

with private landowners

Implementation of the ICMP Develop estuary management plans and budget for the implementation and

revision of the plan

Illegal developments Investigate illegal developments and/or landscaping within the littoral zone

and surrounds in contravention of LUPO.

Conservation requirements Construct boardwalks and implement dune rehabilitation at various key

sites, need for ongoing erosion protection measures at Langebaan.

The coastal management plan of the Saldanha Bay Municipality was submitted to and adopted by Council during the 2015/16 financial year.

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6.2.6 LAND USE MANAGEMENT

6.2.6.1 Land Use Management

Land use management in the municipal area is

undertaken in terms of two main instruments, i.e. the

SDF which provides spatial directives for the type of

development and where it can occur, and land use

schemes (also known as as zoning schemes) which

provide land use rights and development parameters

therefor. The national Spatial Planning and Land Use

Management Act, no 16 of 2013 (SPLUMA), the

Western Cape Land Use Planning Act, no 3 of 2014

(LUPA) and the Saldanha Bay Municipality Land Use

Planning By-law provides the legislative framework for

the utilisation of the two instruments.

Saldanha Bay Municipality currently exercises land use

control in terms of five zoning schemes, four of which

apply to municipal areas of jurisdiction which

preceded the amalgamation of the former

municipalities of Vredenburg-Saldanha, Langebaan, St

Helena Bay and Hopefield into Saldanha Bay Municipality, and the fifth which apply to certain

outlying rural areas and the former District

Management Area of the West Coast National Park.

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The zoning schemes are outdated and in dire need of replacement. The SPLUMA requires that a municipality adopt an integrated zoning scheme

for its entire area within 5 years from the date of commencement of that act. Saldanha Bay Municipality is already in the process of compilation

of its Integrated Zoning Scheme (IZS) with finalisation and approval thereof anticipated in 2017.

The zoning schemes is further supported by policies regulating specific land use aspects e.g. a policy on trading from residential properties, as

well as special development control measures such as architectural guidelines to establish a specific character for a development. The municipal

area and specifically the towns in the area are in dire need of regulatory measures to, in some cases, facilitate the establishment of a definitive

township character and, in other cases, preserve the existing character. The compilation and approval of policies with special development

control measures has thus been identified as a priority and the following projects are to be budgeted for:

The compilation of an advertising and signage policy for the municipal area to determine standardisation guidelines and main localities for combined advertising facilities – R200 000

The compilation of a policy on the establishment of holiday- and short term accommodation facilities – R75 000

The revision of specific architectural guidelines in cases where home owners associations are lacking – R150 000

6.3 PROVINCIAL INITIATIVES

The Western Cape Department of Environmental Affairs and Development Planning (DEADP) together with a number of other spheres of

government and stakeholders, is currently undertaking a number of initiatives in the Greater Saldanha Region with a primary focus on the

municipal area, premised on the fact that the area is seen as a key economic growth point for the Western Cape Province.

The following highlights some of the initiatives which has direct impact on the municipality.

6.3.1 Greater Saldanha Bay Inter-Governmental Task Team

The Greater Saldanha Bay Inter-Governmental Task Team (GSB IGTT) was established in 2014, with the express purpose of enabling co-

operative governance for a coherent and co-ordinated inter-governmental approach to addressing the environmental quality concerns in

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Langebaan Lagoon, Saldanha Bay and environs. In order to achieve these aims, the members of the IGTT are drawn from a range of government

departments and public entities, from all three spheres of government. A non-governmental stakeholder forum, consisting of representatives

from organised civil society, was also established as a way of reporting progress made by the IGTT.

The GSB IGTT is coordinated by DEADP, chaired by the Head of the Department and meetings are held on a quarterly basis.

6.3.2 SBM – Western Cape Government Inter-Governmental IDP Support

The Saldanha Bay Municipality – Western Cape Government Inter-Governmental Integrated Development Plan Support (SBM - WCG IDP

Support) workstream was established in June 2015. The SBM-WCG IDP Support is an inter-governmental platform between the Western Cape

Government’s sector Departments and the Municipality, which aims to facilitate strategic engagement and to create a process for collective

decision-making on programme and project prioritisation across sectors and spheres of government, both for the short- and long-term.

In order to ensure integrated service delivery, planning, budgeting and implementation, a Governance Model at both a political and administrative

level was established. It includes Local Government and relevant Provincial Government Departments. National Government and State-Owned

Entities who are included on specific matters relating to mandates and responsibilities as and when required.

The Head of the Department at DEADP is the designated Chairperson of the Joint Executive Steering Committee, which meets bi-monthly and

consists of the relevant Provincial Heads of Department and the (Acting) Saldanha Bay Municipal Manager.

6.3.3 Greater Saldanha Regional Spatial Implementation Framework

The Western Cape Land Use Planning Act, 2014 (Act 3 of 2014) (“LUPA”) makes provision for the Provincial Department responsible for

development planning to draft a regional framework to:

Provide a spatial vision that strives to balance economic, social and environmental considerations;

Promote rational and predictable land use planning;

Facilitate the coordination, integration and alignment of provincial and municipal land use planning policy; and

Address specific economic, social, natural or unique features.

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In addition to the above, during 2015, there was a process known as the Joint Planning Initiative (JPI) between the Western Cape Government

(WCG) and all the local authorities in the Province, which resulted in a set of priorities being jointly agreed upon between the two spheres of

government. The West Coast district-wide issues that were extrapolated from the key priorities resulted in the collective agreement that the

Greater Saldanha Regional Spatial Implementation Framework (GS RSIF) needed to be drafted.

The aim of the GS RSIF is to bring key strategic regional issues together in a single implementation framework, to avoid duplication and to

enhance the effectiveness and efficiency of government. The GS RSIF will be geared towards providing an accurate picture of ‘what is’ (current

status), ‘what will be’ (planned government spending and projects), as well as the concept of ‘what could be’ (vision) for the results.

As part of this regional planning process, the intention is also to formulate a strategic regional biodiversity off-set strategy, to enhance industrial

development in the back of the Saldanha Port area.

6.3.4 Greater Saldanha Regional Spatial Implementation Framework

DEADP commissioned the compilation of the Greater Saldanha Environmental Management Framework (GS EMF), which was supported by the

National Minister of Environmental Affairs and resulted in a draft document which was published for public comment in March 2015.

The GS EMF is being revised and updated as part of the GS RSIF referred to above and is intended to be adopted as part of the SBM SDF in

terms of the Local Government Municipal Systems Act, 2000.

6.3.5 Saldanha Bay Municipal Spatial Development Framework Review

The Municipality is in the process of reviewing the Municipal Spatial Development Framework. Through the Western Cape Government’s Built

Environment Support Programme (BESP), which is a joint initiative of the Provincial Departments of Environmental Affairs & Development

Planning and Human Settlements, the Municipality was provided with funding to compile a Municipal Human Settlement Plan. The two Provincial

Departments will strive to ensure that the Human Settlement Plan and the SDF align with one-another. DEADP also made funds available to the

Municipality to assist with the updating of the SDF.

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The Provincial Department of Local Government embarked on the compilation of an Infrastructure Growth Plan, which assists with the

identification of gaps between the current state of infrastructure and future requirements and sets out a plan of action to bridge those gaps. This

plan will be incorporated into the SDF.

6.3.6 Inter-Governmental Task Team Strategic Environmental Assessment

The National Department of Environmental Affairs and DEADP have agreed to prepare an Inter-Governmental Task Team Strategic

Environmental Assessment (IGTT SEA), using the GS IGTT as the facilitation and coordination platform. The purpose of the Strategic

Environmental Assessment will be to establish thresholds for air quality, marine water pollution, groundwater pollution and abstraction, and

biodiversity for the sustainable development of the Greater Saldanha Bay Area.

6.5 NATIONAL INITIATIVES

6.5.1 Oceans Economy – Small Harbours and Coastline Delivery

The objectives of Operation Phakisa and the believes that it provides a foundation for long term small harbour developments is supported in

order to develop the socio-economic potential of the Saldanha, Pepper Bay and St Helena Bay harbours.

However, it is equally important to establish appropriate structures and an institutional framework that recognises the executive and/or legislative

mandates of the different spheres if government

In effect a proclaimed harbour is a place which encompasses and could continue to encompass a variety of the diverse characteristics which can

be illustrated as follow:

Given the complex nature of the harbours, as is evident from the diverse functions which harbours play and the variety of role players involved,

all with their own deviating needs and objectives, it should first and foremost be agreed that the harbours serve to be public assets.

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For each of the Proclaimed Fishing Harbours it is put forward that

development should be phased in line with the backcasting

approach to future development of the harbours, where

development is prioritised to achieve the quick wins in terms of

improving the situation of the harbours while allowing flexibility to

accommodate future demands. In order to make informed

decisions regarding the future development of the fishing harbours

it is important to consider the financial and economic impacts

which are associated with the proposed changes and investments

which would be made for the harbours’ development.

The National Department of Public Works (NDPW) with its

partners in the Department of Agriculture, Forestry and Fisheries

(DAFF) and the National Treasury recognised that in order to

unlock the social and economic benefits of each of the harbours, Spatial and Economic Development Frameworks (SEDFs) for each

of the Proclaimed Fishing Harbours are required.

Delta BEC was appointed by NDPW to prepare detailed SEDFs for each of the fishing harbours. The preparation of the SEDFs follows on from

and responds to previous studies undertaken, namely the transitional harbour management project (2008), conducted by Ernst and Young for

the then Department of Environment and Tourism, and the study on the economic and socio-economic state and growth prospects of the 12

Proclaimed Fishing Harbours in the Western Cape (2012), conducted by Kaiser EDP for the Department of the Premier, Western Cape Provincial

Government. Full Spatial and Economic Development Frameworks (SEDFs) have been developed for the (1) Saldanha; (2) Peper Bay (saldanha)

and (3) St Helena Bay proclaimed small harbours within the SBM area for which development proposals will be considered on the relevant and

appropriate balanced strategies.

CHAPTER 7: SPATIAL DEVELOPMENT FRAMEWORK

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Section 26 of the MSA identifies a municipal Spatial Development Framework (SDF) as a core component of an IDP. According to the MSA the

purpose of a SDF is to provide general direction to guide decision making on an ongoing basis with the aim of creating integrated and sustainable

regions, cities, towns and residential areas.

7.1 SDF CONTEXT

At a national scale the National Development Plan (NDP) sets the country’s strategic direction. The provinces are responsible for preparing

Growth and Development Strategies (GDS) that are aligned with the NDP, as well as Provincial Spatial Development Frameworks (PSDF) to

give spatial expression to the GDS and align municipal planning in the province. Delivery takes place at the municipal level through the IDP which

provides strategic direction and align the efforts of all government spheres. The Municipal SDF, in turn, serves to gives spatial direction to the

IDP and provide a spatial agenda for the different sector plans such as the Human Settlement Plan, Infrastructure Growth Plan, etc.


The SDF was approved in 2011 in terms of the MSA. Since then significant legislative changes have occurred in the planning regime with the

promulgation of the National Spatial Planning and Land Use Management Act, no 16 of 2013 (SPLUMA), the Western Cape Land Use Planning

Act, no 3 of 2014 (LUPA) and the Saldanha Bay Municipality Land Use Planning By-law. This new legislation now gives the legal directive for the

compilation of a SDF and has made provision for very specific measures according to which SDF’s should be drafted and also for greater clarity

on the aspects they should address.

As a core component of an IDP the revision of a SDF is linked to the cycle of the IDP and thus the compilation of a new SDF is required every

5 years. The current Saldanha Bay SDF as approved by the Council in 2011 is thus due for a full revision for alignment with this IDP. The

compilation of a new SDF has already been initiated and is expected to be finalised during the course of 2017/2018.

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The new SDF for the municipality will have to reflect legal compliance to the requirements of SPLUMA, LUPA and the Saldanha Bay Municipality

Land Use Planning By-law. It is important to note that the municipality is also in the process of compiling an IZS for its area of jurisdiction;

compilation of this document will serve to align land use management and development control measures with the spatial proposals and strategic

direction of the new SDF.

7.3 COMPONENTS

The SDF makes provision for the following:

a spatial analyses of the municipal aea identifying trends and issues.

localised spatial development principles, and

maps that indicate the spatial objectives and strategies which are sufficiently specific to inform land management and investment decisions.

7.4 SPATIAL MANAGEMENT CONCEPT

The 2011 SDF promotes an overall spatial management concept where significant predicted

growth in the towns of Vredenburg and Saldanha and the Saldanha Port are focused inward along

corridors in order to lead to the establishment of a consolidated, major growth centre.

It is envisaged that the development nodes of Vredenburg, Saldanha and the Saldanha Port area

will over time grow together into a combined metropolitan area. Areas of intermediate predicted

growth such as Langebaan and St Helena Bay will play a regional role in supporting the mentioned

major growth centre. Areas of limited predicted growth such as Paternoster, Hopefield and

Jacobsbaai are advocated for retention of their status quo, with protection of their natural and

historical heritage.

The “backbone” of the major growth centre mentioned above is the growth corridors envisaged

for the Vredenburg-Saldanha link and Saldanha Port-Vredenburg link.

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On the Vredenburg-Saldanha link the establishment of an urban activity corridor is promoted that must support mobility as well as accessibility,

as well as higher densities and mixed land uses and the establishment of activity nodes. The intersection of the Saldanha Road and Trunk Road

85 is envisaged to develop as fully fledged node.

The Saldanha Port-Vredenburg link have been spatially created by the designation of the

industrial development corridor between the two areas, conceptually aligned along the R27

and east-west railway to Vredenburg. This area represents the proposed “economic engine”

of the municipal area, making provision for the future development of expansive industrial uses.

Within this area two developments, i.e. the Port and the IDZ are catalysts for further industrial

development. The SDF recognises that in the case of both envisaged linkages the provision of

service infrastructure is a key public investment required to unlock development potential.

The SDF proceeds to provide spatial development strategies for each of the towns within the municipal area. These strategies are more localised

in nature and serve to address the future growth and development of each town in more detail. The overarching and localised spatial strategies

also serve to provide the basis for coordinated land use management in the municipal area as a whole and each town individually, providing guidance as to the desired direction of growth as well as the desired nature of uses to be accommodated.

The SDF identifies Vredenburg and Saldanha as areas of major growth with Vredenburg as the primary service and administrative centre and

Saldanha as a multi-functional commercial and industrial area. Langebaan and St Helena Bay are identified as areas of intermediate growth with

tourism as the primary economic driver and limited potential for industrial development. Paternoster, Jacobsbaai and Hopefield are identified as

areas of limited growth with Paternoster and Jacobsbaai having a tourism function and Hopefield as a rural service centre.

7.5 LOWER LEVEL PLANNING FRAMEWORKS

In 2014 consultants were appointed by the Department of Rural Development and Land Reform (DRDLR) to undertake the drafting of a Local

Area Plan (LAP) for precincts within the town of Saldanha. The LAP dealt with four precincts; (a) the Central Business District (CBD), (b)

Hoedjiesbaaikoppie, (c) White City and (d) Diazville and Middelpos. The key objective of the LAP was to improve integration between these

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suburbs which are not only spatially separated from each other, but also socially and economically. The LAP was approved by Council in 2015

and included a number of project outcomes for implementation, for inclusion in the strategic prioritisation of projects for this IDP.

In 2013, a precinct planning study was undertaken for three areas in Langebaan namely, Oostewal Street, a section of Main Road north and south

of Bree Street and a section of Langebaan north adjoining Jon Olafsson Road. The purpose of the study was to provide a detail planning and

development strategy for each the areas with the aim to realise the inherent development potential of each area to ensure that the areas can

grow in a functionally planned and aesthetic manner. The focus of the study was on urban placemaking, urban form and the integration of uses.

The study has not yet been approved due to an inability to find consensus on certain aspects of the proposals for the Langebaan north section.

The intent is for the revision of the SDF currently underway to provide guidance for finalisation of the proposals in order to allow subsequent

approval of the precinct study.

7.6 PROCESS FOWARD

The new SDF will identify projects resulting from its spatial directives, which in turn will be taken up in the annual review of the IDP. The

following priorities have been identified in the interim (approximate cost in brackets):

The compilation of a precinct plan for the creation of a light industrial area on the eastern boundary of the existing Langebaan township –

R250 000

The compilation of an urban design framework for the proposed boardwalk along the Saldanha waterfront – R150 000

The compilation of an urban design framework for the CBD of Vredenburg – R200 000

The compilation of an urban design framework for the CBD of Saldanha – R200 000 The compilation of an urban design framework for the CBD of Hopefield – R200 000

The compilation of an urban design framework for the business districts of St Helena Bay – R200 000

The compilation of neighbourhood development plans for rapid development areas (RPA’s) to be identified in the new SDF - (cost to be

determined based on outcome of the SDF; for inclusion in revision of the IDP)

CHAPTER 8: DISASTER MANAGEMENT PLAN

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The Disaster Management Plan is to be seen as an information guide to the relevant role players. It shall advise the role players how to lead in

case of a disaster to prevent or at least mitigate negative effects on the Greater Saldanha Bay Municipal area. In terms of Section 53 (1) of the

Disaster Management Act, 57 of 2005 each municipality must:

prepare a disaster management plan for its area according to the circumstances prevailing in the area;

co-ordinate and align the implementation of its plan with those of other organs of state and institutional role-players; and

regularly review and update its plan; and through appropriate mechanisms, processes and procedure established in terms of Chapter 4 of

the Local Government Systems Act, 2000 (Act No. 32 of 2000), consult the local community on the preparation or amendment of its plan.

The disaster management plan must also form an integral part of a municipality’s IDP.


The term “disaster as described by the Disaster Management Act means a progressive or sudden, widespread or localised, natural or

human-caused occurrence which caused or threatens to cause –

Death, injury or diseases

Damage to property, infrastructure or the environment; or

Disruption of the life of a community

Section 1 of the Disaster Management Act, No. 57 of 2002 defines “disaster management” as “a continuous and integrated multi-sect oral, multi-

disciplinary process of planning and implementation of measures aimed at –

(a) Prevention or reducing the risks of disaster; (b) Mitigation the severity or consequences of disasters;

(c) Emergency preparedness;

(d) A rapid response and effective response to disasters; and 291 (e) Post-disaster recovery, and rehabilitation”.

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The purpose of the Saldanha Bay Disaster Management Plan is to ensure Saldanha Bay Municipality is operationally prepared for any eventuality

in the case of a disaster. Furthermore the plan is to ensure that all available resources and equipment as to gain control of an emergency situation

that poses a real threat to human life,

property, equipment and the

environment are effectively utilised. In

terms of section 41(1) (b) of the

Constitution, all spheres of

Government are required to “secure

the well-being of the people of the

Republic”. Section 152(1)(d) specifically

requires local government to “promote

a safe and healthy environment”. Section

26(g) of the Municipal Systems Act,

No. 32 of 2000 stipulates that a

disaster management plan must be

reflected in the Municipality’s Integrated Development Plan (IDP).

Sections 52 and 53 of the Disaster

Management Act, No. 57 of 2002 also

requires of each municipality and

municipal entity to prepare a Disaster

Management Plan. Refer to diagram of

disaster Management Cycle.

Saldanha Bay Local Municipality is an important part of the economic growth area of the West Coast District. It has an expanding population on

account of immigration from other parts of the country, bringing a dynamic mix of skills and cultures to the area. With growing populations

however being lower-skilled migrants in search of jobs, the area is facing an increasing unemployment problem. This, together with relatively

high percentages of households with no or inconsistent income, creates several social challenges. The natural environment and its resources of

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the area are sensitive and susceptible to over-exploitation or inappropriate use. This environment includes natural ecosystems and habitats that

are of global importance.

SBM also recognises that if the objective of achieving sustainable development in the area is to be realised, a concerted effort is required to

reduce recurrent disaster risks in its area. This can only be achieved by:

Creating resilience amongst its people and its infrastructure;

Strengthening capacity to anticipate significant events and disasters; and

Improving the management of such events in order to limit the effects wherever possible.

It also requires the development and implementation of appropriate risk reduction methodologies and the integration of such methodologies

into development plans, programmes and initiatives as well as the management of high risk developments.

The Saldanha Bay Disaster Management Plan was prepared and executed in line with the Disaster Management Frameworks. The National,

Western Cape and West Coast District Municipal disaster management frameworks guided the development of this plan and will guide any

future versions or reviews.

8.2 INSTITUTIONAL ARRANGEMENTS

8.2.1 Nodal Point For Disaster Management

Shared Responsibility for reducing disaster risk, preparing for disaster, and responding to disaster is shared among:

Saldanha Bay Mayoral committee and SBM management;

All departments and employees of the Saldanha Bay Municipality;

All departments and employees of the West Coast District Municipality;

Neighbouring local municipalities within the West Coast District;

All provincial and national organs of state operating within the borders of Saldanha Bay ;

All sectors of society within the municipality;

All the residents of the Saldanha

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However, the Manager: Traffic and Law Enforcement of the Saldanha bay (operating as the Disaster Manager), is responsible to direct and

facilitate the disaster risk management process. It should be noted that disaster management is not a line function, but a advisory coordination

function. Therefore, it is required that each directorate assigns an official or section within the directorate to be the nodal point for disaster

management activities in that particular department. Director of each directorate is assigned this responsibility.

8.2.2 Corporate Disaster Risk Management Structure

The Corporate Disaster Management structure for the Saldanha Bay municipality deals with both pro-active and reactive disaster management

issues and encompasses more than the department which is responsible for the function.

8.2.3 SBM/West Coast Disaster Management Centre

Saldanha Bay Municipality consults with and operates in close collaboration with the West Coast District Management Centre in Morreesburg

with aim to prevent or reduce the risk of disasters, mitigate the severity or consequences of disasters, prepare for emergencies, respond rapidly and effectively to disasters and to implement post –disaster recovery and rehabilitation within the municipality by monitoring, integrating,

coordinating and directing risk management activities of all role players.

8.2.4 Municipal Disaster Management Advisory Forum

Saldanha Bay Municipality will establish its own disaster management advisory forum to coordinate strategic issues related to disaster. The forum

will comprise of the following functionaries:

Internal to the municipality External entities

Municipal Manager West Coast Disaster Management Centre

Manager: Internal Audit PG:WC Disaster Management Centre

Director Financial Services PG:WC Emergency Medical Services

Director Corporate Services (who will act as chairperson of this forum) PG:WC Traffic Control

Director Engineering and Planning Services PG:WC Social Services

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Internal to the municipality External entities

Director Community and Operational Services South African Police Service (SAPS)

Executive Mayor

Manager: Traffic and Law Enforcement Services

Manager: SBM Health and Safety

Senior Manager: SBM Enterprise Risk

* Representation may be adjusted by the Forum in accordance with the identified risks to the Saldanha Bay which are being dealt with over a particular period

8.3 RISK ASSESSMENT

The Disaster Management Act (Act No. 57 of 2002) and National Disaster Management Framework assigns responsibility for hazard monitoring

and risk mapping (“disaster risk assessment”) exhaustively to all spheres of government and all relevant organs of state within each sphere. The

Disaster Risk Assessment for SBLM was undertaken with the aim of providing relevant disaster risk management and municipal role-players with

a current and user-friendly document which will assist in implementing disaster risk reduction by focusing on pertinent risks in the SBLM.

The Disaster Management Act (57 of 2002) recognises the wide-ranging opportunities in South Africa to avoid and reduce disaster losses through

the concerted energies and efforts of all spheres of government, civil society and the private sector. However, it also acknowledges the crucial

need for uniformity in the approach taken by such a diversity of role players and partners.

A checklist of twelve criteria was developed by WCDMC as part of the standardised methodology for updating DRA’s. All DRA’s in the Western

Cape Province has to conform to this standard. The risk of a disaster changes seasonally and over time, thus the intention is that the provincial

risk profile can be easily evaluated and updated by a coherent and transparent process. Subsequently this report also conforms to the uniform

provincial reporting format.

The standardised DRA methodology consists of two components: Scientific based DRA and Community based DRA.

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Firstly, the scientific research method comprises extensive desktop research, reviewing and analysing relevant and existing studies, and

consultation with relevant district and provincial department stakeholders and hazard specialists. For the purpose of this project, the scientific

methodology will analyse the current DRA in conjunction with the review document of 2011/2012 while addressing ten of the ten of the twelve

points of the evaluation checklist (see Table 1 below)

Subheadings as applied in the DRA

1. Early Warning Signals: Does the assessment identify and analyse the potential hazard and or threat?

2. Hazard Frequency: Does the assessment indicate how frequently the hazard can occur?

3. Areas, communities or households most at risk: Does assessment clearly indicate which areas, communities or households are most

at risk?

4. Likely impacts of hazard: Does the assessment indicate the likely impacts on areas, communities or households?

5. Level of risk for different situations and conditions (seasonality): Does the assessment determine the level of risk for different

situations and conditions?

6. Conditions of vulnerability that increase the severity of the hazard: Does the assessment analyse the conditions of vulnerability that

increase the possibility of loss for particular elements at risk?

7. Capabilities or resources that exist to manage the risk: Does the assessment analyse the capabilities or resources available to

manage the risk?

8. Risk increasing or decreasing in the said area: Does the assessment indicate whether the risk is becoming more serious?

9. Primary impact on development progress in the areas, communities or households affected by risk: Does the assessment indicate the

impact/influence the risk has on development in the identified areas?

10. Secondary impacts on development progress in the areas, communities or households affected by risk.

Secondly, the community based research method was facilitated in the form of four one-day focus-group workshops with local role-players and

the SBLM community members, as a structured process of quantifying the relevant risks in the municipal area. Furthermore facilitating workshops

with local role-players is aligned with the Act’s intent to increase local capacity so as to minimise the risk and impact of disasters. Role-players

who was involved in the workshops included (1) representatives from government and non-government agencies; (2) local community leaders;

and (3) local communities.

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This report supports the need for communities and local authorities to be empowered to manage and reduce disaster risk by having access to

the necessary information, resources and the authority to implement actions. This all-inclusive approach will contribute to understand problems

at grassroots level, where they come from (their underlying causes) and to systematically look at the resources available to address risk reduction.

The data collected from these two methods was

integrated to consolidate the results whilst spatial

information was amalgamated into a holistic map

locating the high risk areas of the SBLM. The

spatially-referenced maps strengthen the risk profile

of the SBLM in providing reasons why particular

communities, areas or infrastructure may be affected differently and where they are located.

The 2015/16 Disaster Risk Assessment indicated that the risk as being of most concern for the SBM to be (1) Veld fires (2) Structural Fires (3)

Major Hazardous Installations (MHI’s) and (4) Social conflicts

Below in a table are the priority hazards identified during 2006 and 2016 Disaster Risk Assessment (DRA) conducted by the West Coast District (including Saldanha Bay) as well as Saldanha Bay Municipality Disaster Risk Assessment conducted 2016:

PRIORITY

HAZARDS 2006 RISK ASSESSMENT 2012 RISK ASSESSMENT

2016 RISK ASSESSMENT

Drought African Horse Sickness Seismic hazards Climate Change / Drought / Severe

Storms / Storm Surges

HAZMAT: Road, Rail Municipal elections Sand-dune migration Regional Sea-level rise

Fire Newcastle disease Shoreline erosion (coastal

erosion)

Heat Wave / Floods / Coastal Erosion

Storm Surges Renewable energy sources i.e. wind

farms Dam failure

Human Disease / Animal Disease

Floods Rift Valley Fever National Key Points Veld and Vegetation fires

Scientific research methods

Local role-player based workshops

Consolidated DRA

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PRIORITY

HAZARDS 2006 RISK ASSESSMENT 2012 RISK ASSESSMENT

2016 RISK ASSESSMENT

Severe Winds Social conflict Nuclear event: Koeberg Power

Station

Structural fires

Road Accidents Urbanization (Saldanha Bay and

Malmesbury)

Major Hazardous installations

Animal diseases

Electricity disruptions

Harmful algal blooms Disruption in Waste water management

Human disease Disruption in Water Supply

Social conflict

Air and ground pollution

Harmful Algul bloom

From the above table Major Hazardous Installation (MHI’s) and Climate Change was highlighted as risk of major concern.

8.4 RISK REDUCTION

Risk reduction involves implementing measures that will save lives; lessen personal injury; reduce property losses; as well as, reduce the adverse

consequences of hazards to economic activities and social institutions. Risk reduction measures are included in the budgeted projects which are

funded in the Saldanha Bay operating and capital budgets.

Where there are other measures that falls outside the mandate of the municipality, the municipality will lobby and motivate the need for the

project in the correct governmental or societal sector.

8.5 RESPONSE AND RECOVERY

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During response and recovery operations the relevant disaster preparedness plans of the municipality will be executed by the disaster

management structures. Contingency plans for the following eminent identified risks in the Saldanha Bay Municipal area were developed and will

form an integral part of the disaster management response plans:

FIRE

Mountain and Veld fires, fires in informal areas as well as backyard dwelling fires form the general basis of fires in accordance with fire statistics.

Integrate disaster risk reduction activities into the day-to-day planning and operations of DM include various awareness campaigns. Attached is

contingency plan for fire.

DROUGHT

A drought occurs when there is a deficiency in rainfall or other forms of precipitation for an extended period of time. This effects run-off, soil

moisture levels, dam levels, food production and ultimately the ability to supply potable water and to maintain the natural ecology of a particular area.

FLOODS/STORM

A flood is the temporary inundation of normally dry land areas resulting from the overflowing of the natural or artificial confines of a river or

other body of water, including groundwater. Flash floods are caused by heavy or excessive rainfall in a short period of time, generally less than

6 hours. Flash floods are usually characterized by raging torrents after heavy rains that rip through river beds, urban streets, or mountain canyons

sweeping everything before them. They can occur within minutes or a few hours of excessive rainfall. They can also occur even if no rain has

fallen, for instance after a levee or dam has failed, or after a sudden release of water by a debris or ice jam (the latter in colder climates)

The basic cause of most river floods is excessive rainfall which causes significant elevations in river levels. The effect of elevated water levels is

the inundation of low lying river floodplain areas.

Also severe storms are atmospheric disturbances usually characterised by strong winds, with rain, flash flooding, hail, thunder and lightning, in

various combinations. This includes unusual weather disturbances such as tornadoes, hurricanes, flash flooding or waterspouts.

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Severe storms are localised events, usually affecting smaller areas than tropical cyclones and floods, so their devastating impact is often

underestimated. The speed and direction of wind is determined by atmospheric pressure and weather systems in a particular area

Contingency plans for both floods and Storms is combined and will be considered to be separated in future.

HAZARDOUS MATERIAL

A hazardous material is any item or agent (biological, chemical, and physical) which has the potential to cause harm to humans, animals, or the

environment, either on its own or through interaction with other materials or aggravating factors.

Spillage of hazardous materials on roads, rails or at sea may result in death or injury due to contact with toxic substances, fumes or vapours

emitted, explosions and/or fires. Where spillage occurs in environmental sensitive areas, it can result in destruction of vegetation, damage crops

along the transport route and contaminate rivers, dams and estuaries, etc.

The following Projects have been identified for consideration during the IDP and Budgetary Process:

PROJECT

AMOUNT

CAPEX

OPEX

Disaster Management Ward based Risk Assessment

Public Awareness and Training

Annual International Disaster Risk Reduction (13 October)

Disaster Relief : Assistance in Grant in Aid

Temporal Structures : Housing Disaster

Awareness : Mascot

Awareness : Fold up tables

Awareness : Camping Chairs Gazebo

R250 000

R100 000

R 30 000

R 28 200

R140 000

R 40 000

R 3 000

R 2 000 R 30 000

Yes

Yes

The below Disaster Risk Management has been document with response strategies:

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Likely types of

disaster

Specific location or communities at risk Prevention and mitigation strategies

1. Floods The community of the informal settlement

Middelpos, in Saldanha Bay, are exposed to

floods due to structures that are built in low-

lying areas with insufficient drainage;

The urban poor;

Seasonal/migrant workers;

Other low-lying areas with insufficient drainage;

Floodplains of watercourses or areas above major underground infrastructure;

Areas situated next to stormwater

detention/retention pondsi; and

Low lying mountainous areas that have recently burned, results in higher runoff and higher

possibility for mudflows.

Risk assessments, to quantify the damage are

conducted by the DoA in close collaboration with

Agri Western Cape that conducts it through its

farmer societiesii.

Construction of flood resistant houses raised above the ground.

Construction of raised food storage (granaries)

facilities.

Building of dams and reservoirs, dikes and levees, dongas and gully’ retaining ponds, flood channels,

and flood walls may assist to reduce flooding.

Warnings issued timeously from SAWS.

Good collaboration and communication of pre-

warnings between stakeholders in the West Cape

Province: The Provincial Disaster Management

Centre; WCDM, the Department of Agriculture,

SAWS and the Department of Water Affairsiii.

WCDMC monitors for the likelihood of heavy rain

and cold weather. Communities in the district are

alerted to the danger of flooding and the public is

advised of temporary closure of certain mountain

passes. Subsequently all disaster management

officials will be placed on standby and high alert for

a specific duration of time.

2. FIRES

-Structural In terms of accessibility, households that are

located far from access roads or far from the

Fire Station are at greater risk;

Saldanha Bay Fire department located in

Vredenburg

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Likely types of

disaster


Commercial premises and industrial areas where

extensive use is being made of heat-sources or

flammable liquids and gasses;

Communities living adjacent to open spaces especially those living in Informal structures, as

they are generally considered to be substantial

fuel sources. The structures are usually located

very close together or in back yards. The close

location of structures in backyard dwellings

increases the risk and exacerbates the spread of

the fire from one unit to another.

Informal settlements where open fires are used

as heat sources.

Informal structures mostly do not comply with the planned environment or with building

regulations, and are typically constructed with

corrugated iron sheets, or of any other type of

flammable material.

Household that have illegal electrical

connections.

Density of settlement particularly. This is of particular concern within informal settlements

where dwelling units are very close to each

other and constructed with poor, highly

flammable building materials.

The degree of urbanisation increases the risk of

structural fires as these people usually settle

themselves as backyard dwellers

During the period 1December to 30 April annually

aerial fire support is also available on district-wide

level.

The WCDMC embarks on annual flood and fire awareness campaigns at primary school level

throughout the province.

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Likely types of

disaster


3. Drought The already tightening water supply situation is

vulnerable to periodic drought. Especially vulnerable

groups in the SBLM include:

Farmers (smallholders and commercial)

The urban poor’s vulnerability will increase due to rising food prices;

Casual farm labourers can potentially face longer

periods of unemploymentiv.

Emerging farmers who may have limited capacity, resources and skills to adapt to and withstand

economic pressures.

Those that are already under economic stress

economically as a result of land degradation, loss

of biodiversity, and those at (or close to) the

threshold of their climate tolerance.

Agri-businesses that is dependent on the export market.

SBM will inform all community members of

resulting water shortages by means of inserting

warnings with their water and electricity bills.

Currently the DoA in collaboration with Agri Western Cape supports struggling farmers with

drought schemes and animal feed donations.

SBM assists the DoA in this regard.

The DoA issues early warning information (National Agrometeorological Committee (NAC)

monthly advisories) and daily extreme weather

warnings including precautionary measures for

different hazards.

The DoA embarked on awareness campaigns on

the understanding, interpreting and usage of

weather and climate information to teach and

inform agricultural producers to mitigate the

impacts of natural hazards.

Farmer’s information days will also used to disseminate disaster risk information for avoidance,

prevention, reduction and mitigation of disasters.

SAWS seasonal forecasts.

The Climate Change Adaptation Strategy was developed in 2012/13 financial year and aims to

mitigate climate change and its associate impacts.

The Environmental Impact Assessment for the

desalination plant is currently underway and partial

funding was received from the Regional Bulk

Infrastructure Grant (RBIG).

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Likely types of

disaster


4. Storms

Surges

Built-up areas, services and infrastructure that are close

to the sea are at risk. These include but are not limited

to:

Langebaan (estuary & point);

Saldanha Bay & Danger Bay (in terms of swell direction);

Langebaan is of particular concern as water is funnelled

up estuaries, raising the normal tide.

The livelihoods of fishing communities are affected when

the swells are too high for them to go to sea or vessels

are damaged by waves. If wave height exceeds 5 metres,

fishermen won’t be able to go out to sea and earn an

income

The implementation of dolosse at the vulnerable

areas on the Langebaan coast decreased the risk to

storm surges.

Since the most dangerous time for any increased swell event will be during high tide, it is useful to

note that the times and heights of tides for each

year are published in advance by the Hydrographic

office of the South African Navy.

NSRI have stations at Mykonos (Langebaan), as well

as Yzerfontein, Lambert’s Bay, and Melkbos, to

assist with any rescue operations in the event of

rough seas or damaging wave.

SAWS can predict wind direction and characteristics of approaching storms.

The following data set will also be used:

Topography;

Geology (from Council for Geoscience);

Shore stability (historical data);

Meteorological data (from SAWS); and

Wave modelling data from the Council for

Scientific and Industrial Research (CSIR).

The ICM Act plays an important role in establishing and coastal management lines for future coastal

development.

5. MAJOR

HAZARDOUS

INSTALLATIONS

Communities or commercial complexes in the

immediate vicinity of Major Hazardous

Installations

South African legislation on the handling storage and

transport of hazardous materials includes:

Hazardous Substances Act, 1973;

Occupational Health and Safety Act, 1993;

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Likely types of

disaster


Major Hazardous Installations Regulations, 2007:

The main purpose of the MHI Regulations is to protect the

general public at large and in so doing by law the MHI

facilities require a written safety policy; a hazard map; a

process map; the establishment and maintenance of a

functioning safety committee; reports of regular

inspections; a Workplace Information Systems (WIS)

including chemical registry; a Safety and Health Officer; a

system of safety and health training for workers; an

emergency evacuation system; a mitigation and

containment strategy; clearly demarked areas.

Notification of installation: In this MHI Regulation the employer is instructed to notify the three governing

bodies namely the provincial office of the Department of

Labour, the Chief Inspector and local government of

existing, new and changes to MHIs;

Risk assessment: It is the responsibility of the Chief

Executive Officer of the installation to see to it that a risk

assessment must be carried out by an Approved

Inspection Authority (AIA). The risk assessment must be

carried out on all existing MHIs, all new MHIs prior to

their erection, and all modifications due to the change in

procedures and capacity and at intervals not exceeding five

years;

On-site emergency plan: This MHI Regulation places a

duty on the employer to draw up an on-site emergency

plan and review it every three years in consultation with

the safety representatives or committee and local

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Likely types of

disaster


government to ensure the continuous safety of the

workers and the public; and

Reporting of risk and emergency occurrences: The

employer must inform the Provincial Executive Manager of

the Department of Labour, local government and the

supplier of the substance responsible for the incident,

about a major incident; an incident that brought the

emergency plan into operation and near miss. This must

be done within 24 hours and followed up with a report

within 7 days. A register must be kept on all incidents and

near misses and must be available on the premises.

CHAPTER 9: STRATEGIC PRIORITISATION

Municipalities are responsible to deliver basic services to its communities at a standard that is acceptable to the community and as prescribed

by national legislation, policies and directives. The municipal assets need to be maintained and in certain instances new assets need to be

established to deliver to these requirements. Projects regarding the development and maintenance of assets are normally identified via

infrastructure master planning, infrastructure development plans, maintenance plans and national programmes.

Secondly, the municipality during engagement with communities and key stakeholders faces requests for various projects and programmes to

uplift and develop the communities. These requests are listed as part of the ward input.

The municipality hereafter need to find financial and other means to implement all the capital projects, programmes and the needs identified.

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It is understandable that municipalities do not have access to sufficient resources and it is therefore crucial to prioritise the allocation of secured

funding to ensure that at least “immediate issues” are addressed. Such a prioritisation process is necessary to ensure growth of the municipality

and the municipal area as a whole but also to continue to delivering on its core service delivery mandate – which also depends to a large extent

on the availability of capital - such as access to water, sanitation, electricity, refuse removal, roads, parks, community facilities, etc. It is also

important to include priorities from communities at a ward level. The municipality therefore decided develop and adopt the prioritisation model

as stated below.

Category Priority

Statutory and legislative requirement project 1

Expenditure already committed through tender/ contract 2

Grant funded project 3

Project is basic service requirement (Roads and storm water, electricity, water, sanitation, and waste removal) and is

partially grant funded 4

Project will enhance service delivery (Roads and storm water, electricity, water, sanitation, and waste removal) 5

High risk capital project (Health, safety etc.) 6

Essential services project 7

Economic stimulation project 8

Social development project 9

Desirable capital project 10

10% of budget to be allocated to tools of the trade and operational infrastructure Separately

prioritised

CHAPTER 10: FINANCIAL PLAN

The purpose of a long term financial plan is to recommend strategies and policies that will maximise the probability of the municipality’s financial

sustainability into the future. This is achieved by predicting future cash flows and affordable capital expenditure based on the municipality’s

historic performance and the environment in which it operates.

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The plan provides guidelines, within the context of an uncertain future, of what the municipality can afford. The plan does not prescribe what

the municipality should implement. The process followed in reaching the objective of the Long Term Financial Plan is illustrated in the diagram

below:

The comparative advantage of Saldanha is its natural port, which provides the opportunity for manufacturing and export as well as oil and gas

imports. Associated industries, such as rig repairs and energy generation from natural gas could also benefit from this activity. The development

of the IDZ and associated industrial investments are increasing future development expectations of the region. There is however an

acknowledgement that the development of the IDZ will be driven by international market forces.

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In the past the regional economy was dominated by Agriculture and Fishing. However, a transformation of the economy has taken place over

time, with the building of the port and with Saldanha Steel introducing the industrial era. The municipality recognises that the traditional skills in

Agriculture and Fishing are available in the area and that the new sectors require new skills. It is therefore keen to promote a diversified economy

with all the sectors mentioned being supported as well as the promotion of the Tourism sector.

The perceived view of exceptional growth and development as well as employment opportunities are contributing factors to the influx of people

to the region as evidenced by the very high population growth figures.

This phenomenon will invariably lead to an increasing demand for municipal services, which may in turn require a larger human resource

component in the municipality with the concomitant growth in expenditure on employee cosrs. The growth of population is expected to be

proportionally more amongst the indigent groupings. The municipality will therefore find it difficult to recover cost increases from consumers in

future and could be forced to adjust its level of service downwards to ensure sustainability.

The regional economy and the ability of households to pay for services delivered by the municipality, rates Saldanha Bay as a “High” risk. There

is a high risk that the municipality will, due to the economy and demography, not be able to generate sufficient own revenue. This is a reflection

of the current environment in which the municipality operates and not the management of SBM and also does not consider future structural changes that would improve the environment.

10.1 FINANCIAL OVERVIEW AND INVESTMENT OUTLOOK

The Treasury expects growth in the South African economy to be just 0.5% this year, 1.3% in 2018 and 2% in 2019. This forecast is supported

by marginally higher global growth, stabilising commodity prices, greater reliability of the electricity network, more favourable weather conditions,

recovering business and consumer confidence, and improved labour relations. This growth is still lower than the growth estimates for the world

economy of 3.4% and 3.6% in 2017 and 2018 respectively.

The inflation outlook is expected to average 6.4% this year, 6.4% in 2017/18 and 5.7% in 2018/19.

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The low economic growth, falling incomes of the lower and middle class and high unemployment rate will put pressure on our consumer’s ability

to pay for services. This will impact on the ability of the municipality to collect revenue on services and to keep expenditures within budgeted

allocations. If there is no economic growth in our broader community, revenue will not increase and expenditure cannot be expanded.

National Treasury has urged municipality to prioritize spending on infrastructure. The summary per category of infrastructure projects over the

MTREF is listed in the table below. Infrastructure projects comprise 64% of the total capital budget in 2017/18, 84% in 2018/19 and 84% in

2019/20.

The summary per category of infrastructure projects over the MTREF is listed in table below.

Asset category 2016/17 Adjustment

budget

2017/18

Budget

2018/19

Budget

2019/20

Budget

Roads, Pavements, Bridges & Stormwater 38 216 994 35 964 193 25 086 000 13 404 847

Water Reservoirs & Reticulation 7 354 218 17 726 143 4 348 000 20 500 000

Electricity Reticulation 28 235 598 29 351 030 14 488 000 30 455 000

Sewerage Purification & Reticulation 37 976 142 33 356 009 20 135 148 9 800 000

Refuse Sites 2 601 353 29 392 795 29 567 150 18 725 253

Other Infrastructure 635 972 280 000 - -

TOTAL INFRA-STRUCTURE ASSETS 115 020 277 146 070 170 93 624 298 92 885 100

Plus: Other assets

Establishment of Parks and Gardens 777 785 860 000 150 000 850 000

Libraries - 150 000 - -

Recreational Facilities 23 647 461 6 214 626 - 1 000 000

Clinics 8 125 - - -

Other community assets 9 966 555 10 717 000 1 500 000 -

Other Motor vehicles 5 557 999 7 010 000 4 000 000 5 560 000

Plant and Equipment 1 075 521 1 301 600 378 000 1 410 000

Office Equipment 2 723 981 3 880 601 1 146 000 1 269 000

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Asset category 2016/17 Adjustment

budget

2017/18

Budget

2018/19

Budget

2019/20

Budget

Security Measures 3 217 387 3 223 600 1 200 000 200 000

Other Land and Buildings 50 395 394 34 625 261 3 450 000 900 000

Other Assets 4 016 723 4 767 000 2 585 000 3 756 000

Fire Brigade - 2 000 000 - -

Intangible assets – Software 15 873 703 5 979 015 2 922 986 3 080 365

Total capital budget 232 280 911 226 798 873 110 956 284 110 910 465

Infrastructure projects as % of total capital budget 50% 64% 84% 84%

The total budget allocation from the Western Cape Government to Saldanha Bay municipality for 2017/18 is R706.8 million. A total of 35

infrastructure projects are planned by Provincial Departments for the period 2017/18 to 2019/20.

Some of these infrastructure projects and related capital projects are in various different stages of implementation, with some being in the

planning phase, others in implementation with construction happening, and some are in the process of being finalized and therefore in the ‘close-

out’ phase. The information may be subject to change, depending on fiscal constraints and the availability of resources. The summary of

infrastructure and capital related projects, as classified in the Estimates of Provincial Revenue and Expenditure are as follows:

The Department of Transport and Public Works has 17 infrastructure and/or capital expenditure projects with a budgeted value of R436 million

over the period 2017/18 to 2019/20. All 17 projects are classified to achieve ‘Economic Affairs’ outcomes – in other words, investment aims to

support economic outcomes. The majority of the projects are upgrading’s, refurbishments and maintenance projects, and two of the projects

are proposed new roads still in planning phase;

The Department of Education listed 2 infrastructure and/or capital expenditure projects with a total MTEF budget of R34,76 million for the

period 2017/18 to 2019/20. The classification is aimed at achieving ‘Education’ outcomes. One of the projects appears to be a replacement

school, whilst the other one is a new school planned; and

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The Department of Health listed 16 infrastructure and/or capital expenditure projects with a total MTEF budget of R141,42 million aiming to

achieve ‘Health’ outcomes. The infrastructure projects included are mainly those involving extensions to existing facilities, upgrading and

refurbishments. Some projects involve investment in new technologies or acquisition of equipment.

The capital budget is funded from various sources and is illustrated below for the MTREF period 2017/2018, 2018/2019 and 2019/2020:

Sources of funding 2016/17 Adjustment

budget

2017/18

Budget

2018/19

Budget

2019/20

Budget

Capital Replacement Reserve 116 176 583 154 527 158 20 854 134 20 065 365

External Financing Fund (Annuities) 69 344 349 35 646 091 54 055 000 65 365 000

Regional Housing Board (Provincial) 3 629 517 - 10 480 000 -

Integrated National Electricity Programme 2 000 000 3 000 000 3 000 000 5 000 000

Municipal Infrastructure Grant (National) 17 605 400 18 702 650 19 567 150 20 480 100

Finance Management Grant - 40 000 - -

Regional Socio-Economic Project Grant 7 854 048 8 400 000 3 000 000 -

Vredenburg Urban Revitalisation Grant 5 932 115 4 432 974 - -

Accelerated Community Infrastructure Programme 1 885 300 - - -

Finance Management Support Grant - 50 000 - -

Donations (Transnet and Afrisam) 7 853 599 2 000 000 - -

Total 232 280 911 226 798 873 110 956 284 110 910 465

10.2 INVESTMENT OUTLOOK

The Saldanha Bay Industrial Development Zone (SBIDZ) is a strategic government initiative, linked to the broader strategic framework of the

South African Government, driven by the National Development Plan and the National Growth Path.

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The SBIDZ’s vision is to create an enabling environment to promote sustainable economic growth and job creation, specifically in the Oil & Gas,

Marine Fabrication and Repair and Maintenance industrial sectors.

It aims to achieve this vision by utilising existing enabling national legislation from the Department of Trade and Industries (DTI), the South

African Revenue Services, and Transnet National Port Authority, and the active support of key programmes such as the Strategic Integrated

Programme (SIP), which was created to focus on the integration, acceleration and implementation of infrastructure projects. Key to this is

Operation Phakisa, Project Khulisa, the Provincial Game Changers, and the partnership with Transnet and its operating divisions, as well as the

many other State Owned Enterprises, agencies, departments, societal organisations and business.

The SBIDZ is South Africa’s first sector-specific zone and the first to be designated in and around a port, thus enabling it to develop a unique

value proposition to the targeted industries in collaboration with the Transnet National Port Authority (TNPA).

The SBIDZ supports the creation of industries with established and proven local and regional value chains, which are enabled through dynamic,

flexible and an ease of doing business in the zone.

In 2016 the SDBIDZ recruited and registered 478 local small and medium-sized businesses on the SBIDZ’s supplier development database for business gap analysis assessments. The assessments will provide the important first step in assisting local businesses to understand and meet the

stringent quality, health, environmental and safety standards of the upstream oil, gas and marine industries. The SBIDZ has secured funding

support from the DTI for the initiative and looks forward to engaging with more partners over the next year as the initiative evolves.

There were also over 140 small, medium and micro-enterprises (SMMEs) business development workshops in business strategy, human resource,

marketing and social media, and tendering. These workshops were made possible through strategic public and private partnerships with the

University of Western Cape, Productivity SA, and ABSA Bank.

Plans are underway for the establishment of various collaborative Enterprise and Supplier Development (ESD) programmes between public and

private sector entities and major industries in the Saldanha Bay area. The collaboration aims to provide a more impactful suite of services and

opportunities to emerging and established businesses, to drive meaningful economic growth and development.

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By the end of December 2016, the R146 million contract for the provision of internal engineering services at the back of the port land (Saldock

land) came to completion in less time than anticipated. The completion of the project means that basic services like roads, water and sewerage

are ready for investors to connect to the Zone and begin developing their factories and warehouses.

Also completed is the R37 million contract for the civil and mechanical works upgrade of the Saldanha Bay Municipality’s Waste Water Treatment

Works facility. This is a new build upgrade that has enhanced the facility from a 2.5 mega litre to a 5 mega litre facility. This will ensure that the

treatment works is able to manage the waste demand due to the industrial development and activities from the Zone. The contract also included

the refurbishment of the existing 2.5Ml facility.

The link road and bridge which connects the land from the quay side to the back of port (Saldock land) and runs over the MR559 is due for

completion by April 2017. This R35 million project will create a seamless contiguous flow of goods and services with the customs controlled

IDZ land and ultimately allow the Zone to operate as a Freeport in years to come.

The Saldanha Bay Municipality and the SBIDZ have concluded a service level agreement in December 2016 that will govern the level of support

provided between these two parties to facilitate the success of the SBIDZ.

The municipality compiled a detailed long term financial plan in the 2016/17 year for 10 years, which was approved by Council on 26 May 2016.

Included in the documentation was a recommendation that the municipality should consider implementing measures to address 18 specific items.

The 2017/18 review of the long term financial plan will be limited to the update of these specific items. The Western Cape Provincial Government

has communicated its willingness to fund Saldanha Bay municipality in its efforts to update the long term financial plan for 2018/19, as well as to

develop ‘n financial tool that allows for economic modelling to be done on revenue forecasting. It is therefore foreseen that the long term

financial plan will be reviewed comprehensively for implementation during the 2018/19 financial year.

CHAPTER 11: MONITORING AND EVALUATION

Risk management forms part of management’s core responsibilities and is an integral part of the internal processes of the municipality. It is a

systematic process to identify, evaluate and address risks on a continuous basis before such risks can impact negatively on the municipality’s

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service delivery capacity. When properly executed risk management provides reasonable, but not absolute assurance, that the municipality will

be successful in achieving its objectives and game changer obsessions.

Workshops to articulate the strategic risk registers and the responses to it is currently been articulated and will be incorporated on the municipal

dashboard for monitoring and evaluation purposes. The below key strategic risks have been identified in the interim to ascertain the factors

hampering a positive economic trajectory:

Service delivery failure and inability to meet community services needs

Political governance and top management instability

Ageing infrastructure and increase repairs and maintenance costs for unscheduled work

Inability to attract and retain staff

Inadequate contracting and contract management

Inappropriate spatial planning to ensure development prospects for the area

Increase in insurance claims due to vandalism and/or theft of infrastructure

Inadequate costing to ensure economic, effective and efficient spending of municipal resources

Financial sustainability and uncertainty over market sectors

Non conformances to laws, regulations, policies and procedures Inadequate ICT governance and response strategy

The IDP and Budget are implemented through a Service Delivery and Budget Implementation Plan (SDBIP). The Top Layer SDBIP is used as a

scorecard to measure, monitor, evaluate and report on institutional performance (monthly, quarterly, bi-annual and annual basis). The

Departmental SDBIP measures the performance of the departments and performance agreements and plans are used to measure the

performance of employees.

11.1. PERFORMANCE MANAGEMENT

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The Performance Management System implemented at the

municipality is intended to provide a comprehensive, step by step

planning system that helps the municipality to manage the process of

performance planning and measurement effectively. The PM System

serves as primary mechanism to monitor, review and improve the

implementation of the municipality IDP and eventually the budget. The

performance management policy framework was approved by Council

which provided for performance implementation, monitoring and

evaluation at organisational as well as individual levels.

The Performance Management Framework of the Municipality is

reflected in the diagram.

11.2 ORGANISATIONAL LEVEL

The organisational performance of the municipality is evaluated by means of a municipal

scorecard (Top Layer SDBIP) at organisational level and through the service delivery budget

implementation plan (SDBIP) at directorate and departmental levels. The Top Layer SDBIP set

out consolidated service delivery targets and provides an overall picture of performance for the

municipality as a whole, reflecting performance on its strategic priorities.

The departmental SDBIP capture the performance of each defined department which reflects

on the strategic priorities of the municipality. The SDBIP provides detail of each outcome for

which the senior management is responsible for, in other words a comprehensive picture of the

performance of that directorate/sub-directorate.

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11.3 INDIVIDUAL LEVEL

The municipality is in process of implementing a performance management system for all its senior managers. This has led to a specific focus on

service delivery and means that:

Each manager has to develop a scorecard which is based on the balanced scorecard model.

At the beginning of each financial year all the senior managers (Section 57 employees) sign Performance Agreements.

11.4 KEY PERFORMANCE INDICATORS (KPIS)

Section 38 (a) of the Systems Act requires Municipalities to set appropriate key performance indicators as a yardstick for measuring performance,

including outcomes and impact, with regard to the community development priorities and objectives set out in its Integrated Development Plan.

Section 9 (1) of the Regulations to this Act maintains in this regard, that a Municipality must set key performance indicators, including input

indicators, output indicators and outcome indicators in respect of each of the development priorities and objectives.

Every year, as required by Section 12 (1) of the Regulations to the Systems Act, the Municipality also set performance targets for each of the

key performance indicators. The IDP process and the performance management process are therefore seamlessly integrated.

11.5 PERFORMANCE REPORTING

Performance is reported on a regular basis and it includes the evaluation of performance, the identification of poor performance and corrective

actions to improve performance.

11.5.1 QUARTERLY REPORTS

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Reports on the performance in terms of the Top Level SDBIP are generated from the system and submitted to Council. This report is published

on the municipal website on a quarterly basis.

11.5.2 MID-YEAR ASSESSMENT

The performance of the first 6 months of the financial year should be assessed and reported on in terms of section 72 of the MFMA. This

assessment must include the measurement of performance, the identification of corrective actions and recommendations for the adjustments of

KPI’s, if necessary.

The format of the report must comply with the section 72 requirements. This report is submitted to Council for approval before 25 January of

each year and published on the municipal website.

of 194

ANNEXURES

Annexure 1:

Nr From Input Format Relevant

government

authority

Ward 1–Middelpos/Diaz

Wes

22

1 Public Human Settlements Verbal input All spheres

2 Public Water & Sanitation Verbal input SBM

3 Public Health & Education

facilities

Verbal input National and

Provincial

4 Public Sporting facilities Verbal input SBM

5 Public Establishment of

settlement layout and

required services

Verbal input SBM

6 Public Lightning at dark spots Verbal input SBM

7 Public Lack of business hub Verbal input SBM

8 Public ECD centres and support Verbal input SBM

9 Ward committee Tar of roads, Diamond,

Steenkool and Perel

streets

Submission SBM

10 Ward committee Parks at Middelpos Submission SBM

11 Ward committee Speed humps, Ekhuyasa,

Zola, Zabalaza, Don and

Noorddam streets

Submission SBM

12 Ward committee Paving of sidewalks at

Oester, Skipper, Udam,

Don Streets & Behr

crescent

Submission SBM

13 Ward committee Bulk services for Joe

Slovo & Moses Kotana

areas

Submission SBM

14 Ward committee Rezoning of open spaces for businesses

Submission SBM

15 Ward committee High mast ligthning at

Middelpos

Submission SBM

16 Ward committee Extended sewerage Die

Dam, Oester, Perlemoen

& Skipper Streets

Submission SBM

17 Ward committee Upgrading of parks in

Diazville - Oester &

Kleinhans Streets

Submission SBM

of 194


government

authority

18 Public Jobs for the youth Verbal input All spheres

together with

Private sector

19 Public Plots for persons who

are not in the indigent

bracket ( GAP Housing)

Verbal input SBM

20 Public Facility with internet

excess

Verbal input SBM

21 Public Assistance with soccer

tournaments during

Easter & festive seasons

Verbal input SBM

22 Public Assistance with youth

talent show (end January)

Verbal input SBM

Ward 2 - Witteklip 33

1 Public Upgrading of houses,

extra room for houses &

aluminium windows

Verbal input National and

Provincial

2 Public Plots for churches Verbal input SBM

3 Public Mobile clinic Verbal input Provincial

4 Public Fixing of broken geysers Verbal input National (DoE)

5 Ward committee Parks for kids Submission SBM

6 Ward committee Central point for

electricity sales

Submission SBM

7 Ward committee Speed humps:

Strandloper, Lyster &

Melba Streets

Submission SBM

8 Ward committee Plots for businesses

(Shopping Centre)

Submission SBM

9 Ward committee Upgrading & security at

community hall

Submission SBM

10 Public Thusong centre (PC

Centre, Internet shop)

Verbal input SBM

11 Public Total Verbal input

12 Public Centre for homeless

people / rehabilitation

centre

Verbal input All spheres

13 Ward committee R10 Million for Housing

next to Masiphathisane

Verbal input Provincial and

SBM

14 Ward committee Materials for housing

(persons older than 35+

more than 10 years on

waiting list)


SBM

15 Ward committee Upgrading of sewerage

system

Verbal input SBM

of 194


government

authority

16 Ward committee Office for ward

councillor

Verbal input SBM

17 Ward committee ABET (municipality needs

to sponsor money)


together with

Private sector

18 Ward committee Crèche & after care Verbal input SBM together

with Private

sector

19 Ward committee Training of crèche

teachers

Verbal input Provincial

20 Ward committee High mast lightning Verbal input SBM

21 Ward committee Splash parks / swimming

pool & training of life

guards

Verbal input SBM

22 Ward committee Plots for small business

centre (Car wash /

shopping centre)

Verbal input SBM

23 Ward committee Substance abuse /

domestic violence


24 Ward committee Container and transport

for neighbourhood watch


25 Ward committee Housing for ward 2

residence


SBM

26 Ward committee Shelters at bus stops Verbal input SBM

27 Ward committee Sport field next

Masiphatisane

Verbal input SBM

28 Ward committee Mobile police station Verbal input National

29 Ward committee Want to buy electricity

direct from Escom and

not from municipality

Verbal input SBM

30 Ward committee Ceiling for community

hall - acoustic of hall

Verbal input SBM

31 Ward committee Fencing of Wittieklip

creche

Verbal input SBM

32 Ward committee Painting & extra classes

of Witteklip creche

Verbal input SBM

33 Ward committee Multi purpose sports

centre/facility

Verbal input SBM

Ward 3 - White City 13

1 Public Human Settlements for

backyards dwellers as

well as GAP (Tonyn and

Kalkrug area) market

(rental housing)

Verbal input SBM

of 194


government

authority

2 Public Parks & beautification of

area

Verbal input SBM

3 Public Sporting facilities

alternatively the use of St

Andrews primary school

sports ground (provision

of spectator stands and

ablution facilities and

regular maintenance)

Verbal input SBM

4 Public Centre to assist

rehabilitated persons


5 Public Youth parks with

equipment (Braai area's,

etc)

Verbal input SBM

6 Public Golf course facility Verbal input SBM

7 Public Extension of existing

clinic & waiting area

especially during winter

and/or windy seasons


8 Public Beehives needs to be

upgraded

Verbal input SBM

9 Public Offices for Home Affairs

and SARS in Saldanha

Verbal input National

10 Public Proper bus shelter for

school or working

persons at the corner of

Dageraad & Schuter

street

Verbal input SBM

11 Public Develop a back access

road to Green Valley


12 Public Design and upgrade skips

to have ramps for ease of

persons utilising it

Verbal input SBM

13 Public Upgrading of stormwater

pipes especially before

winter

Verbal input SBM

Ward 4 Daizville 54

1 Ward committee High mast lightning Verbal input SBM

2 Ward committee Robots / Pedestrian

crossing in Diaz road at

school & civic


Ward committee Speed humps at,

Cottager, Kok,

Verbal input SBM

4 Ward committee Upgrading of sports field Verbal input SBM

5 Ward committee Taxi rank in RDP area Verbal input SBM

of 194


government

authority

6 Ward committee Beehives at open space

next to crèche

Verbal input SBM

7 Ward committee lightning at the holiday

resort at outside parking

Verbal input SBM

8 Ward committee stop signs Verbal input SBM

9 Ward committee Tar of sidewalks instead

of paving

Verbal input SBM

10 Ward committee Skills Development

Centre


together with

Private sector

11 Ward committee Upgrading van sewerage

system

Verbal input SBM

12 Ward committee Fencing of parks Verbal input SBM

13 Ward committee Driver licence centre Verbal input SBM

14 Ward committee Art & Culture centre Verbal input SBM

15 Ward committee Fending of electricity

boxes

Verbal input SBM

16 Ward committee Abet Facilities Verbal input All spheres

together with

Private sector

17 Ward committee Firefighting station Verbal input SBM

18 Ward committee what are municipality

going to do with the

Empty space at the back

of holiday resort

Verbal input SBM

19 Ward committee Robot at Jacob's Bay

crossing


20 Ward committee Drainage problems Verbal input SBM

21 Ward committee Tar of roads Verbal input SBM

22 Ward committee Cleaning at Primary

school (school do not

have equipment or

budget)


23 Ward committee Cutting of sports fields

grass regularly


24 Ward committee Need for Law

Enforcement to patrolled

school area


25 Ward committee High mast lightning at

school gate

Verbal input SBM

26 Ward committee satellite Ambulance

Services


of 194


government

authority

27 Ward committee Empty space between

parking in front of

Hall/sports field and Fire

station needs to be

rezoned for beehives

Verbal input SBM

28 Ward committee lightning and upgrading of

community hall

Verbal input SBM

29 Ward committee Establishment of youth

camp with programmes

Verbal input SBM

30 Public stadium sports field Verbal input SBM

31

Public Completion of Mizpa

street

Verbal input SBM

32 Public Centre for Indoor sports Verbal input SBM

33

Public Centre for Senior

Citizens & Disabled

persons


together with

Private sector

34

Public Safe house for youth Verbal input All spheres

together with

Private sector

35 Public Paving of sidewalks Verbal input SBM

36

Public Speed humps (needs to

do a survey to determine

in which street there are

a need for speed humps

Verbal input SBM

37

Public removing of knopie

speed humps

Verbal input SBM

38

Public Identifying of dark spots

and came up with a plan

Verbal input SBM

39

Public Whipping & Cottager

streets storm water

problems

Verbal input SBM

40

Public sement surfaces instead

of grass planting

Verbal input SBM

41

Public upgrading of sport

facilities (equipment)

Verbal input SBM

42 Public Beehives Verbal input SBM

43

Public Saldanha Steel donates

funds for home owners

in RDP for 2 extra

rooms, what happened to

the funds (3 million)

Verbal input Not relevant

due to previous

housing delivery

44

Public Community member

busy with plans to

build/open a Youth


together with

Private sector

of 194


government

authority

Rehabilitation & skill

Centre

45

Public Street light in drive way

to be removed (new

housing development)

Verbal input SBM

46

Public Sport development

programmes


SBM

47

Public A need for sustainable

youth / life skills

programmes


together with

Private sector

48

Public Programmes for

rehabilitated substance

abuse


together with

Private sector

49

Public Fencing for parks

Mayflower & Antonio

street and electricity

boxes

Verbal input SBM

50

Public Problem with toilet

project

Verbal input SBM

51

Public Visibility of building

inspector

Verbal input SBM

52

Public Disabled friendly

buildings

Verbal input SBM

53

Public Training of persons for

patrolling municipal

buildings instead of

private securities

Verbal input SBM

54

Public Sewerage water for parks

& sports fields at school

Verbal input SBM

Ward 5 Saldanha Town,

Bluewater Bay & Jacob's

Bay

18

1 Ward committee Painting of street names

in Jacob's Bay

Verbal input SBM

2 Ward committee See and Minotoka to be

developed as a one way

road

Verbal input SBM

3 Ward committee Reseal of Bruidegom

street

Verbal input SBM

4 Ward committee Raised speed humps at intersection Glenview /

Koningsberg

Verbal input SBM

5 Ward committee Rehabilitation of Kusweg

- stairs and erosion

Verbal input SBM

of 194


government

authority

6 Ward committee Fencing of Oorlogvlei

premises

Verbal input SBM

7 Ward committee Pedestrian railing in front

of Total garage on

sidewalk

Verbal input SBM

8 Ward committee Reseal of Van Riebeeck

from Tuscalosa to

Middelburg streets

Verbal input SBM

9 Ward committee Shelter , ablution facilities

for informal trading area

at Dial Rock

Verbal input SBM

10 Ward committee Upgrading of Scepter

street

Verbal input SBM

11 Ward committee Play equipment for park

in Pebble beach

Verbal input SBM

12 Ward committee Investigation into traffic

circles and the

construction at (OK mini

mark, Cartol & BP garage

Verbal input SBM

13 Ward committee Investigate and determine

the placement of speed

hump (Meresteyn street)

Verbal input SBM

14 Ward committee Entrance of J de goede

and F du Boois upgrading

and cornerstones

Verbal input SBM

15 Ward committee Bustops at kontrei plot

108 in Jacobs bay

Verbal input SBM

16 Ward committee Ablution facilities during

along public access areas

to beach (especially

during festive season /

easter at "die baai and

Weskus plek")

Verbal input SBM

17 Ward committee Refuse bins along the

beach in die baai area -

Jacobs bay

Verbal input SBM

18 Ward committee Studies for a traffic circle

at entrance Jacob's Bay

Verbal input SBM

Ward 6 Langebaan

South

56

1 Ward committee Upgrade of water and

storm water

infrastructure and annual

cleaning of reservoirs;

Verbal input SBM

of 194


government

authority

2 Ward committee Upgrade of Oostewal St

phase 1 over short term

and phase 3 longer term;

Verbal input SBM

3 Ward committee Reseal streets used for

detour during current

Oostewal St contract

(part Fairway, Bogey, part

Sleigh, part Main);

Verbal input SBM

4 Ward committee Upgrade of Langebaan

Waste Water Works to

cope with increasing

demand;

Verbal input SBM

5 Ward committee Solution to Langebaan

effluent disposal

(dam/refined treatment );

Verbal input SBM

6 Ward committee Maintain electrical

infrastructure and extend

Oostewat street lighting

to urban edge at

Olifantskop turn off;

Verbal input SBM

7 Ward committee Establish a multi purpose

Community Hall (with

side rooms);

Verbal input SBM

8 Ward committee Upgrade one of the

groins into a permanent

pier;

Verbal input SBM

9 Ward committee Establish GAP housing

area for middle income families


together with Private sector

10 Ward committee Parking area March St; Verbal input SBM

11 Ward committee Construction paved walk

ways in Cemetry;

Verbal input SBM

12 Ward committee Upgrade “Wall of

Remembrance” in

Cemetry;

Verbal input SBM

13 Ward committee Paved parking area at

Cemetry;

Verbal input SBM

14 Ward committee Traffic calming study and

infrastructure ( raised

intersections on main

roads);

Verbal input SBM

15 Ward committee Develop a Transport

Interchange:

Submission SBM

16 Ward committee Upgrade Langebaan

Town Hall;

Submission SBM

of 194


government

authority

17 Ward committee Paving side walks

(including rehabilitation)

in Bree St with

standardized paving;

Submission SBM

18 Ward committee Public parking corner

Bree and Oostewal

Streets;

Submission SBM

19 Ward committee Solution to sewage

leakage problem in low

lying areas;

Submission SBM

20 Ward committee Development of light

industrial area;

Submission SBM

21 Ward committee Provision of pavements and bus stops in Sunbird

and Sleigh streets;

Submission SBM

22 Ward committee Provision of ablutions for

trading stalls (in front of

Spar);

Submission SBM

23 Ward committee Upgrade of trading stalls

with more permanent

lockable cubicles and

lighting in the evenings;

Submission SBM

24 Ward committee Extension of board walk

in front of Schaapenzicht

to Friday Island and over

longer term to Mykonos;

Submission SBM

25 Ward committee Extension of Dwars St

public parking to Sleigh

Street;

Submission SBM

26 Ward committee Develop public parking

area at Enderstein St;

Submission SBM

27 Ward committee Upgrading access to main

beach at Bree St

(possible turning

circle),Sleigh, Noord and

March Streets;

Submission SBM

28 Ward committee Rezone space for future

cemetery;

Submission SBM

29 Ward committee Finalising Langebaan

Spacial Framework

Submission SBM

30 Ward committee Provision of broadband in

support of business and

tourism;

Submission SBM

31 Ward committee Establishment of a

tourism/commercial area;

Submission SBM

of 194


government

authority

32 Ward committee Water collection tanks

for existing and new

houses (consider

municipal incentives);

Submission SBM

33 Ward committee Indigenous botanical

garden with park

(including benches, foot

paths, plant description

and name boards) and

general upgrading of the

dam area(wetland) cnr

Bree and Oostewal St

(behind the trading

stalls)(phase 1 to be

followed by a further

phase, a fynbos garden at

the top of Saailand near

the water tower, the two

linked by a walking trail);

Submission SBM

34 Ward committee Removal of alien plants; Submission SBM

35 Ward committee Revitalise retention dams

for storm water. Sleigh St

behind cemetery to Bree

St.

Submission SBM

36 Ward committee Langebaan

indoor/outdoor sports

complex;

Submission SBM

37 Ward committee Public ablutions for

disabled, including town

Hall;

Submission SBM

38 Ward committee Access for disabled to

shops and public places;

Submission SBM

39 Ward committee Road crossings (especially

Oostewal St) for the

visually impaired

Submission SBM

40 Ward committee Outdoor gyms (trim

parks) in town and a long

beach;

Submission SBM

41 Ward committee Festive lighting; Submission SBM

42 Ward committee Upgrading of clinic, more

staff and rooms;

Submission SBM

43 Ward committee Outdoor digital sign

board indicating daily

temperatures, tidal times,

wind speed etc but also

Submission SBM

of 194


government

authority

to be used for municipal

announcements;

44 Ward committee Establishment of a

Community Center-

negotiate with Province

for “hospital” site next to

skate board park;

Submission SBM

45 Ward committee Establish a

museum/cultural center.

Submission SBM

46 Ward committee Five year programme to

reseal roads;

Submission SBM

47 Ward committee Garbage drums/bins in

public places to support

recycling;

Submission SBM

48 Ward committee Development of landfill

site (transfer station);

Submission SBM

49 Ward committee Rehabilitation of the

illegal dumping site

Submission SBM

50 Ward committee Speed humps / cameras

at Toppolino Primary

Submission SBM

51 Ward committee Indoor Sports Centre Submission SBM

52 Ward committee Rehabilitation Centre /

Safehouse

Submission All spheres

together with

Private sector

53 Ward committee High School Submission Provincial

54 Ward committee Upgrading of side walks

for bicycles and

pedestrians (Leentjiesklip

road)

Submission SBM

55 Ward committee March street paving at

parking

Submission SBM

56 Ward committee Development of an

affordable retirement

village


together with

Private sector

Ward 7 Hopefield &

Koperfontein

59

1 Ward committee Speedbumps at the police

station/school

roadcrossing as well as

Suring and Amandel

street

Verbal input SBM

2 Ward committee Scateboard surface at the

old tennis field

Verbal input SBM

of 194


government

authority

3 Ward committee Rehabilitation

&resurfacing of

roads/sidewalks:

Suikerkant, Hibiscus,

Jakaranda, Kortstreet,

Planeet, Vrde, Vygie,

Hoog, Uitsig, Denne,

Hoop, Stasie, Keerom,

Popelier & Gousblom,

Victoria and in front of

Church

Verbal input SBM

4 Ward committee Paving od sidewalks:

Silverboom, Kiesieblaar,

Suring, Duineveld &

Falcon, Rooikrans,

Amandel, Nemesia &

Erika, Suikerriet, Bietou,

Bkelbos & Waterlelie,

Brunie, Luibos, Tolbos &

Olienhout

Verbal input SBM

5 Ward committee Play-park in Helderberg

road

Verbal input SBM

6 Ward committee New locker and ablution

rooms

Verbal input SBM

7 Ward committee Upgrading of irrigation at

Ronnie Louw sports

ground

Verbal input SBM

8 Ward committee Extra lightning on sport

ground

Verbal input SBM

9 Ward committee Extra ablution facilities

for male and female

which is easily accessable

Verbal input SBM

10 Ward committee Caretaker house on the

Ronnie Louw sport

ground

Verbal input SBM

11 Ward committee Netball court on field to

be moved to

accommodate for the

school athletics

Verbal input SBM

12 Ward committee Spectator area on Ronnie

Louw sport ground to be

extended as well as

covered

Verbal input SBM

of 194


government

authority

13 Ward committee Wooden spectator

stands as a temporay

relieve *20

Verbal input SBM

14 Ward committee Tunnel from the players

rooms to the field

Verbal input SBM

15 Ward committee Tables, chairs and

refrigerator for club

house

Verbal input SBM

16 Ward committee Levelling of ground

against the vibe-acrete

with terraforce blocks

Verbal input SBM

17 Ward committee Side screen indicating

scores of playing teams

Verbal input SBM

18 Ward committee Channelling of storm

water away from the

parking area/sport field

Verbal input SBM

19 Ward committee Paving of parking area Verbal input SBM

20 Ward committee Cricket locker room

(convert old kitchen

area)

Verbal input SBM

21 Ward committee Design and enhance

building for persons with

physical impairments for

ease of movement and

utilisation of amenities

Verbal input SBM

22 Ward committee Boundary ropes or

alternative around fields

Verbal input SBM

23 Ward committee Proper access control

system to minimise the

loss of keys

Verbal input SBM

24 Ward committee Closing of braai areas

against wind

Verbal input SBM

25 Ward committee Provision of a chalk

machine to be utilised

when marking playing

field

Verbal input SBM

26 Ward committee Replace roof at gate pay

point

Verbal input SBM

27 Ward committee Development of a new

sports field near Maxwell

Moss square

Verbal input SBM

of 194


government

authority

28 Ward committee Upgrading of the "De

Gewels" complex with:

1. electrical gate and

motor with remotes for

each resident

2. Burglar proofing of

houses

Fire extinguishers

Electrical point at

Gazebo

3. Garden table and

chairs

4. Carports for the side

of Victoria street

5. Verandas above doors

of houses

6. Additional unit on the

side of Voortrekkerweg

Verbal input SBM

29 Ward committee Upgrading of public open

spaces.

1. Upgrading main

entrances of town

2. Fencing: Parks erf

2379, 1409, 350-12

3. Lightning on park in

Amandelstraat

4. Grass on 2394, 2552,

2700, 1205 as well as Helderberg park with

playpark

5. New playing

equipment for parks 350-

12, 382, 363-1

6. Beuatification entrance

with trees and plants at

Koperfontein

Verbal input SBM

30 Ward committee Development of a braai

and recreational area on

erf 350-18

Verbal input SBM

31 Ward committee Bus shelter for children

at Koperfontein

Verbal input SBM

32 Ward committee Expansion and fencing for

the old "brak gedeelte" for entrepeneurship

Verbal input SBM

of 194


government

authority

33 Public Erecting of formalised

informal trading units

opposite Spar further

down to allow for

parking and access to

public toilets

Verbal input SBM

34 Public Maintenance of

Hartebeeshuisie and

promote as

entrepreneurial

opportunity

Verbal input SBM

35 Public Building of a new police

station


36 Public Side lanes at all three

intersections to minimise

accidents

Verbal input SBM

37 Public Effective speed calming

measures at

Elandsfontein Mine

entrance


National

38 Public Raised intersection at

Voortrekker and Tuin

Street

Verbal input SBM

39 Public Formalised sidewalks to

prevent from excess sand

blowing around

Submission SBM

40 Public Inspect and correct all

electrical street light boxes due to the faults

experienced when

persons bump it

Submission SBM

41 Public Upgrading of water

network to prevent regular pipe burst

Submission SBM

42 Public Lightning of all dark spots

within the area.

Submission SBM

43 Public More refuse bins to

prevent illegal wastage of

papers etc

Submission SBM

44 Public Development of a new

and all inclusive sport

complex

Submission SBM

45 Public Development of Duiker

street, Keerom and Pelan

street

Submission SBM

of 194


government

authority

46 Public Upgrading of the local

cemeteries

Submission SBM

47 Public Development and

construction of parking

areas within town and

the layout as was

previously

Submission SBM

48 Public Additional land for

cemeteries

Submission SBM

49 Public Development of a

parking area at the

Thusong centre

Submission SBM

50 Public Land and development of facilities for informal

traders

Submission SBM

51 Public Stasie 6 - ??? Submission

52 Public Provision of land for

small scale farmers

Submission SBM

53 Public Formalising of open

spaces to business and/or

residential stands

Submission SBM

54 Public Extention hall at library

for reading facilities (over

utilising of library)

Submission SBM

55 Public Design and development

of a taxi rank at an

appropriate geographical

location

Submission SBM

56 Public Avail serviced erven for

persons wishing and is

able to build there own

houses - some will not

qualify

Submission SBM

57 Public Land availability for early

childhood development

centres must be

considered with the

necessary support

Submission SBM

58 Public Development of 24hour

medical centre with

ambulance services on

erf 60?

Submission Provincial

59 Public Development of parking

facilities due to the

problem with illegal

Submission SBM

of 194


government

authority

parking at Pep, Spar and

Church

Wa 8 Vredenburg

North

36

1 Ward committee Proper safeguarding of sports facilities through

implementation of a

monitoring and alarm

system in the various

buildings

Verbal input SBM

2 Ward committee Proper lightning of all

playing surfaces for

utilisation during evenings

Verbal input SBM

3 Ward committee Fencing of all playing

surfaces as well as buildings

Verbal input SBM

4 Ward committee Installation of outside

power points

Verbal input SBM

5 Ward committee Development of

northern area into

additional rugby and

cricket playing surfaces

Verbal input SBM

6 Ward committee Erecting of change rooms

for the cricket club

Verbal input SBM

7 Ward committee Rehabilitation of cricket

nets

Verbal input SBM

8 Ward committee Completion and frequent

maintenance of paving in

front of Netbal and

Cricket buildings

Verbal input SBM

9 Ward committee Spectator stands (inside

and outside) for netbal

and cricket areas

Verbal input SBM

10 Ward committee Furniture such as fridges,

TV’s, chairs and tables

within all sport buildings

with access to internet

Verbal input SBM

11 Ward committee Proper drainage and

paving of the sports

ground

Verbal input SBM

12 Ward committee Development of a multi-

purpose indoor sporting

facility

Verbal input SBM

of 194


government

authority

13 Ward committee Closing of balcony at

Cricket club house

Verbal input SBM

14 Ward committee Appointment of

caretaker with grounds

men experience

Verbal input SBM

15 Ward committee Flood lights on open

spaces opposite court &

other areas

Verbal input SBM

16 Ward committee Resurface of tennis and

netball courts

Verbal input SBM

17 Ward committee Identification and

development of Play park

for kids throughout the ward (Miggievlak)

Verbal input SBM

18 Ward committee Development of a library

to accommodate the

growing demand and

neutralise the muggings taking place


19 Ward committee Erecting of an

appropriate police station

conforming to the

standard requirements



developing of a low cost

old age home



developing safe shelters

for homeless people


together with

Private sector

22 Ward committee Placement of security

cameras in Main street &

Plein Street & School

Street including a radio

room

Verbal input SBM

23 Ward committee Removal of half-round

speed hobbles and

replacement with

alternatives

Verbal input SBM


erecting of more speed

hobbles in Dorp street

and throughout the ward

where required

Verbal input SBM

25 Ward committee Resurface streets instead

of fixing potholes

Verbal input SBM

of 194


government

authority

26 Ward committee Paving for our sidewalks Verbal input SBM

27 Ward committee Chevron sign at c/o

church & Leyden Street

Verbal input SBM

28 Ward committee Identification and resealing of roads based

on a prioritised model

Verbal input SBM

29 Ward committee Score board of rugby

field to be replace

Verbal input SBM

30 Ward committee Thusong centre which is

disabled friendly

Verbal input SBM

31 Ward committee Development of stadium

for the rugby and cricket

fields

Verbal input SBM

32 Ward committee Infrastructure to utilise

treated effluent on sport

fields

Verbal input SBM

33 Ward committee Leyden Street investigate

traffic calming measures

and main road west

Verbal input SBM

34 Ward committee Identification and tarring

of roads (Muggievlakte)

Verbal input SBM

35 Ward committee Ponte park lightning, bins,

ablution facilities

Verbal input SBM

36 Ward committee Child & youth care

centre


SBM

Ward 8 Green Village &

Langebaan Road Air

Force Base

10

1 Public Housing is priority Verbal input All spheres

together with

Private sector

2 Public Multi purpose centre to

accommodate a day care,

clinic and other

government services


3 Public Upgrading of sewerage

infrastructure

Verbal input SBM

4 Public Fencing of dams next to

sewerage

Verbal input SBM

5 Public Security gates at hall and

proper fencing of hall and

possible extension of

boundary hall fence

Verbal input SBM

of 194


government

authority

6 Public Erecting of high mast

lights (hall and near

sportsfield)

Verbal input SBM

7 Public Development of a proper

sports field for optimal

utilisation

Verbal input SBM

8 Public Water for the food

gardens projects for food

security and job creation

Verbal input SBM

9 Public Cleaning of open field

(pump station-old block)

for kids to play

Verbal input SBM

10 Public Erecting of public toilets at church and transfer

the building

Verbal input SBM

Ward 9 Ongegund 12

1 Public Housing Verbal input All spheres

together with

Private sector

2 Public Shelter at Clinic Verbal input Provincial

3 Public Speed hump Verbal input SBM

4 Public Land for vegetable garden Verbal input SBM

5 Public Outdoor gym Verbal input SBM

6 Public Internship for graduates

at municipalities

Verbal input SBM

7 Public Land for backyard

dwellers to build their

own houses - like in

Laingville

Verbal input SBM

8 Public lightning Verbal input SBM

9 Public Reseal of roads Verbal input SBM

10 Public Beautification of area Verbal input SBM

11 Public Law enforcement Verbal input SBM

12 Public Cleansing Verbal input SBM

Ward 10 Vredenburg

South & Louwville

12

1 Ward committee Housing for backyard

dwellers


together with

Private sector

2 Ward committee Toilets for persons

whom have not benefited

from the previous

projects

Verbal input SBM

of 194


government

authority

3 Ward committee Speed Humps, Frans

Koch, Argo, Jupiter,

Bergsig Streets

Verbal input SBM

4 Ward committee Upgrading of Park in

Jupiter/Saturnes streets

Verbal input SBM

5 Ward committee Cleaning & beautification

of Tarentaal street

Verbal input SBM

6 Ward committee Oxford singel - Playpark with fields to practice

mini sport

Verbal input SBM

7 Ward committee Play parks upgrading in

Jurie sirkel

Verbal input SBM

8 Ward committee High mast light by old

reservoir, cnr of bergsig

& Tarentaal streetsand at

Anglican Church St.

Monica's

Verbal input SBM

9 Ward committee Rehabilitation of

sidewalks / paving

Verbal input SBM

10 Ward committee Water tanks for houses

for gardening

Verbal input SBM

11 Ward committee Installation of geysers for

all

Verbal input SBM

12 Ward committee Safe walk way for

physically impaired and

not impaired persons to

library from Saldanha

road

Verbal input SBM

13 Ward committee Reseal of Vink, Uitsig, &

Hospitaal streets

Verbal input SBM

14 Ward committee Closing of "steeg" at

Uitsig street

Verbal input SBM

15 Ward committee 4 way top at private

hospital

Verbal input SBM

16 Ward committee Alternative utilisation of

the parking area at

community hall - not

been optimally utilised

Verbal input SBM

17 Ward committee Vink street gravel road

upgrading

Verbal input SBM

18 Ward committee Paving vink street Verbal input SBM

19 Ward committee Kooitjieskloof street

business (paving)

Verbal input SBM

of 194


government

authority

20 Ward committee Boswewer street open

space needs to be

develop in an park

Verbal input SBM

21 Ward committee Houtkapper street - split

of electricity meters to

be finalised

Verbal input SBM

22 Ward committee Private plot in Solomon

william street to be

transferred (investigation

to be done and land to

be transferred to

qualifying persons)

Verbal input SBM

23 Public Development of a safe

house for children


together with

Private sector

24 Public Development of an

affordable old age home


together with

Private sector

25 Public Close up potholes and

tarring infront of clinic

Verbal input SBM

26 Public Beautification infront of

Panorama primary /

shops

Verbal input SBM

27 Public Traffic calming measures

(Sampie Mitchell street)

Verbal input SBM

28 Public Sampie Mitchell no 31 -

transfer of excess side

walk to owners

Verbal input SBM

29 Public Lower curbing as there is

no drive ways in Sampie

Mitchell street

Verbal input SBM

Ward 11 St. Helena Bay 15

1 Ward committee Human Settlements Verbal input All spheres

together with

Private sector

2 Ward committee Waste Water

Treatments

Verbal input SBM

3 Ward committee Health Care Facilities Verbal input Provincial

4 Ward committee Sport facilities in

Stompneus Bay

Verbal input SBM

5 Ward committee Boardwalk to beach Verbal input SBM

6 Ward committee Ligthning of Provincial

road


of 194


government

authority

7 Ward committee Law Enforcement

specifically for traffic

infringements

Verbal input SBM

8 Ward committee Cleansing of open spaces Verbal input SBM

9 Ward committee dedicated traffic officer Verbal input SBM

10 Ward committee Half build (houses in

steenberg's cove

Verbal input SBM

11 Ward committee Support structures for

rehabilitation


together with

Private sector

12 Ward committee Disabled persons

empowerment


together with

Private sector

13 Ward committee Leaking of concrete roof

(Cove)

Verbal input SBM

14 Ward committee Upgrading of Mercury

street

Verbal input SBM

15 Ward committee Tarr of Mississippi &

Alabama streets

Verbal input SBM

Ward 11 Paternoster 17

1 Public The provision of

adequate water

infrastructure with dual lines must be prioritised

Verbal input SBM

2 Public Play parks for kids Verbal input SBM

3 Public Alternative access road

to Tieties Bay in order to

relieve the main road

congestion

Verbal input SBM



centres must be

considered with the

necessary support

Verbal input SBM

5 Public GAP housing projects

must be considered as a

high priority


together with

Private sector

6 Public Vibracrete to lifted to

restrict adjacent persons

from throwing over their

human waste

Verbal input SBM

7 Public Flood lights at the sport

field to lighten up the

playing surfaces during

winter season

Verbal input SBM

of 194


government

authority

8 Public Fencing of rugby and

soccer fields needs to

replaced

Verbal input SBM

9 Public Netball field also to be

fenced

Verbal input SBM

10 Public Entrance gate to the

sports grounds to be

widened to

accommodate busses

Verbal input SBM

11 Public Beautification of the

community hall through

alternative plants and

garden layout

Verbal input SBM

12 Public Investigation to be done

where paving is required

and actually prioritised

Verbal input SBM

13 Public Front area of community

hall to be closed

Verbal input SBM

14 Public Provision must be made

for tables and chairs

Verbal input SBM

15 Public Satellite police station

required for the area


16 Public Rental housing for local

workers whom had

housing opportunities

before


together with

Private sector

17 Public Land for a formalised

informal settlement


together with

Private sector

Ward 12 Laingville 11

1 Public Human Settlements to be

provided for low cost

housing as well as GAP -

when will it happen


together with

Private sector

2 Public Extension of existing

clinic & waiting area

especially during winter

and/or windy seasons


3 Public The provision of a high

school for St Helena Bay

must be prioritised due

to the number of

children been

transported by busses


of 194


government

authority



centres must be

considered with the

necessary support

Submission SBM

5 Public More SAPS and municipal

law enforcement is

required for the area

Submission National and

SBM

6 Public All roads must be

inspected and resealed or

the building of new roads

infrastructure

Submission SBM

7 Public Visibility of building

inspectors to curb illegal

buildings within the area

Submission SBM

8 Public Community Hall at RDP

area

Verbal input SBM

9 Public Land extensions to provide for a bigger

cemetery footprint as

well as ablution and

lightning

Verbal input SBM

10 Public Create local job opportunities and

appoint law enforcement

officers from the ward

Verbal input SBM

11 Public More water connections,

ablution facilities, electricity (Kanini) is

required

Verbal input SBM

Ward 13 ISCOR,

SelfBou & Part of

Louwville

18

1 Public Human Settlements to be

provided for low cost

housing as well as GAP -

when will it happen


together with

Private sector

2 Public Parks & beautification of

area

Submission SBM

3 Public Investigation and erecting

of speed humbs with

pedestrian crossing lanes

throughout the area

Submission SBM

of 194


government

authority

4 Public Identify and put up

additional lightning of

dark spots

Submission SBM

5 Public Identify and pave all

streets

Submission SBM

6 Ward committee Mobile Police Station Verbal input National

7 Ward committee Upgrading of Water and

Sewerage pipes

Verbal input SBM

8 Public Beautification of Yskor

entrance

Verbal input SBM

9 Public Disabled friendly paving /

drive way's at houses as

well as public

facilities/schools

Verbal input SBM

10 Public Youth training

programmes to become

law enforcement officers

Verbal input SBM

11 Public Upgrading of the

Community hall due to

the sound

Verbal input SBM

12 Public Land availability to erect

churches

Verbal input SBM

13 Ward committee Expansion of the Hanna

Coetzee clinic


14 Ward committee Investigation to be done

where paving is required

and actually prioritised

Verbal input SBM

15 Ward committee High mast lightning at

open space at Lupina

Street

Verbal input SBM

16 Ward committee Upgrading and

maintenance of hostel



erecting of bollards at

speed humps (Boswewer

street)

Verbal input SBM

18 Ward committee Louwville Sports field to

be upgraded to

accommodate rugby and

cricket

Verbal input SBM

Ward 14 Langebaan

North

34

1 Public Human Settlements for

backyards dwellers as

well as GAP market


together with

Private sector

of 194


government

authority

2 Public Parks & Beautification of

area

Verbal input SBM

3 Public Multi-purpose Sporting

complex with indoor and

outdoor facilities

Verbal input SBM

4 Public Boardwalk from Perleys

restaurant to Mykonos

resort

Verbal input SBM

5 Public Arts & Crafts centre at

the open space adjacent

to Sea View park

Verbal input SBM

6 Public Site development and

building of a heritage museum

Verbal input SBM

7 Public Development of more

beehives for local

entrepreneurs at Sea

View park

Verbal input SBM

8 Public Land for light industrial

commercial opportunities

Verbal input SBM

9 Public Recreational facilities for

kids

Verbal input SBM

10 Public Municipal swimming pool Verbal input SBM

11 Public Investigation and erected

of speed humps at

appropriate locations in

the ward

Verbal input SBM

12 Public Access to and erecting of

public braai facilities near

the beach with refuse

bins and ablution facilities

Verbal input SBM

13 Public Public transport planning

and infrastructure as an

enabler for economic

growth and development

Verbal input SBM

14 Public Slipway for small boats &

water Ski's adjacent to

Seebries Park

Verbal input SBM

15 Public High school to minimise

the amount of children

on busses to other towns

Verbal input SBM

16 Public Relocation of the

Magistrate court to

Langebaan due to the

Verbal input SBM

of 194


government

authority

amount of cases and

increased travelling costs

17 Public Erecting of open public

gym apparatus

throughout the area

Verbal input SBM

18 Public Land extensions to

provide for a bigger

cemetery footprint as

well as ablution and

lightning. Special

provision also to be

made for Muslim burials

Verbal input SBM

19 Public Geysers for the Sea View

park houses

Verbal input National (DoE)

20 Public Rehabilitation centre /

Safe House


together with

Private sector

21 Public Land availability to erect

churches

Verbal input SBM

22 Public Youth development

centre at open space

near school


together with

Private sector

23 Public Splash pool at old rugby

field with a

entrepreneurship flare of

having open markets

and/or coffee shops

and/or tea gardens based

Verbal input SBM

24 Public Waterfront development

enhance tourism and

leisure opportunities


together with

Private sector

25 Public Land and building

availability for

commercial fishers for

cleaning of fish, packaging

and distribution with own

label

Verbal input SBM

26 Public Avail pieces of land for

vegetable gardens

(sewerage plant) to

create job and sustainable

food supply opportunities

Verbal input SBM

27 Public lightning, speed humps &

bicycle lanes Leentjiesklip

Verbal input SBM

of 194


government

authority

road Speed

hump(entrance at

Leentjiesklip

28 Public Parking area near

waterfront housing

development requires

ablution facilities,

lightning and additional

refuse bins

Verbal input SBM

29 Public High mast lightning at Sea

View park entrance and

at the back of 7 Eleven as

well as all identified dark

spots

Verbal input SBM

30 Public Tarring of Ebson &

summer streets in the

Long Acres Country

estate

Verbal input SBM

31 Public Design and construction

of a 2nd entrance to Sea

View park

Verbal input SBM

32 Public Development of a day

hospital


33 Public Parking facilities at open

space to accommodate

the rugby attendees

Verbal input SBM

34 Public Raised intersection at

Sunset estate entrance

Verbal input SBM

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